Too Hot to Handle? How to Manage Relationship Conflict

By Amy C. Edmondson, Diana M Smith. 2006

130 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/ad84fac5c9e9779f90717ae7e33202a4bd18f5bc

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In Gender Studies

In Organizational Behavior and Human Resource Management

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Citations in the corpus

The Development and Empirical Validation of a Multidimensional Measurement Instrument for Team Learning Behaviors (2009, background): “…wherein team members need to adopt an inquiry orientation to ask other team members questions and to explain their own positions, have been found to help integrate the diversity of viewpoints and translate these into better products or services (Edmondson & Smith, 2006; Garvin & Roberto, 2001).”
Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation (2014, background): “Relationship conflict also reflects interpersonal tensions (Edmondson & Smith, 2006).”
Silenced by fear:: The nature, sources, and consequences of fear at work (2009, background): “Thus, just as task conflict can often lead to friction or relationship conflict (Edmondson & Smith, 2006), recognition of status differences may lead to fear.”
A Longitudinal Study of Team Conflict, Conflict Management, Cohesion, and Team Effectiveness (2009, background): “These results are consistent with Edmondson and Smith’s (2006) findings.”
Emotional Dynamics and Strategizing Processes: A Study of Strategic Conversations in Top Team Meetings (2014, background): “…explore the dynamics of single issue discussions cannot address how strategizing is affected by the different emotions that past research has shown are evoked by different kinds of issues (Edmondson and Smith, 2006; Kisfalvi and Pitcher, 2003; Maitlis and Ozcelik, 2004; Pratt and Dutton, 2000).”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “At the same time, research suggests that TMTs often fail to achieve synergy (Hackman, 1990; Hambrick, 1994; Katzenbach, 1998), find it difficult to resolve conflicts (Amason, 1996; Edmondson and Smith, 2006), build commitment (Wooldridge and Floyd, 1990), or reach closure in a timely fashion (Eisenh”