MAXIMIZING THE BENEFITS OF TASK CONFLICT: THE ROLE OF CONFLICT MANAGEMENT

By Leslie A. DeChurch, M. Marks. 2001

334 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/ab39f4a7f0d6735128406d8aadda09f571450be7

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Citations in the corpus

The paradox of intragroup conflict: a meta-analysis. (2012, methodology): “In line with De Dreu and Weingart (2003b), we build on McGrath’s (1984) task circumplex to distinguish four types of tasks: (a) creativity tasks, which require idea generation, innovation, research, and/or development of new ideas, services, or products; (b) decision-making tasks, which involve task”
Types of intragroup conflict and affective reactions (2005, background): “As Dechurch and Marks (2001) found, subjects react negatively to a badly handled conflict even if the results are Types of intragroup conflict 227 D ow nl oa de d by K in g A bd ul az iz U ni ve rs ity A t 0 4: 02 1 1 Se pt em be r 20 14 ( PT ) favorable.”
A Longitudinal Study of Team Conflict, Conflict Management, Cohesion, and Team Effectiveness (2009, background): “The latter approach focuses on different individual styles associated with team member conflict management behavior (e.g., accommodating, avoiding, compromising, collaborating, and competing; DeChurch & Marks, 2001).”
Effects of task and relationship conflicts on individual work behaviors (2011, background): “In prior team-level research, moderators such as task types (Jehn, 1997), leader skills (Ayoko and Härtel, 2006), timing of conflict (Kurtzberg and Mueller, 2005), and group conflict management (DeChurch and Marks, 2001) have been studied.”
Effects of conflict management strategies on perceptions of intragroup conflict. (2007, methodology): “Based on findings that agreeable conflict management tactics positively moderate the relationship between task conflict and performance (DeChurch & Marks, 2001), we expect agreeable conflict management tactics will also play a role in the transformation of task to relationship conflict.”
Examining the “Pros” and “Cons” of Team Conflict: A Team-Level Meta-Analysis of Task, Relationship, and Process Conflict (2013, background): “…preliminary findings supporting that view (e.g., Amason, 1996; Jehn, 1994, 1995) inspired a tremendous amount of research that was designed to examine the possible benefits of task conflict (e.g., Amason & Sapienza, 1997; DeChurch & Marks, 2001; Peterson & Behfar, 2003; Simons & Peterson, 2000).”
Optimizing team conflict dynamics for high performance teamwork (2017, methodology): “dicated in Table 1, the sample sizes in three of these were much larger in these meta-analyses than were those reported by De Dreu and Weingart (2003a), thereby suggesting more robust results, and both process conflict and team innovation were considered as additional variables. Considering the meta”