The relationship between conflict and decision outcomes: Moderating effects of cognitive‐ and affect‐based trust in strategic decision‐making teams

By Satyanarayana Parayitam, Robert S. Dooley. 2007

116 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f01dd127e4eb63037bd8448f6e242c0da4a86d05

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

In Strategy and Management

Citations in the corpus

Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, background): “…of organizational variables, such as between individual–job congruence and job performance (Goris et al., 2003), conflict and decision outcomes (Parayitam & Dooley, 2007), cognitive diversity and decision outcomes (Olson, Bao, & Parayitam, 2007), satisfaction and loyalty (Musa, 2005),…”
The paradox of intragroup conflict: a meta-analysis. (2012, result): “In the case of task conflict and its relationship with trust and commitment, the study by Parayitam and Dooley (2007) was identified as a positive outlier and was not included in the analyses.”
Knowledge sharing among Malaysian academics: Influence of affective commitment and trust (2013, unknown): “Explicitly, affect-based trust permits the assessor (the one who judge) to continually interact with the counterpart (the one being judged) based on positive feelings and emotions (Parayitam and Dooley, 2007).”
Why Teachers Trust School Leaders. (2013, background): “One study found that cognition-based trust when faced with cognitive conflict results in better understood, more detailed decisions, but that the restorative tool needed for the team post-conflict is affect-based trust (Parayitam and Dooley, 2007, p. 66).”
A Multilevel View of Intragroup Conflict (2008, background): “…have found that under conditions of low trust, where team members are apt to question each other’s motives for dissent (Dirks & Ferrin, 2001), task conflict leads to relationship conflict (Parayitam & Dooley, 2007; Peterson & Behfar, 2003; Simons & Peterson, 2000; Tidd, McIntyre, & Friedman, 2004).”