A contingency theory of task conflict and performance in grousp and organizational teams

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Twelve steps to heaven: Successfully managing change through developing innovative teams (2004, background): “However, de Dreu and Weingart (2003) suggest that high levels of conflict in teams, regardless of whether the conflict is focused on relationships or task, will inhibit team effectiveness and innovation.”
Conflict in organizations: Beyond effectiveness and performance (2005, background): “However, a recent meta-analysis of the conflict-performance literature provided little support for the hypothesis that task-conflict enhances performance (De Dreu & Weingart, 2003b).”
Managing for Innovation: The Two Faces of Tension in Creative Climates (2010, unknown): “This type of conflict has been consistently associated with harmful effects on task performance and satisfaction (Janssen, Van de Vliert & Veenstra, 1999; De Dreu & Weingart, 2003).”
Effects of conflict management strategies on perceptions of intragroup conflict. (2007, methodology): “However, numerous studies have pointed out that the two types of conflict tend to coexist in groups (De Dreu & Weingart, 2003b; Simons & Peterson, 2000; Tidd, McIntyre, & Friedman, 2004).”
Status Conflict in Groups (2012, background): “Given the unambiguous and consistent negative relationship found between individual satisfaction and all types of conflict (De Dreu and Weingart 2003b), we had no reason to expect that the effect of status conflict would be any different.”