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Team conflict management and team effectiveness: the effects of task interdependence and team identification
Author(s) -
Somech Anit,
Desivilya Helena Syna,
Lidogoster Helena
Publication year - 2009
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.537
Subject(s) - psychology , team effectiveness , task (project management) , team composition , style (visual arts) , conflict management , psychological safety , social psychology , team learning , team management , identity (music) , identification (biology) , applied psychology , knowledge management , management , sociology , cooperative learning , computer science , social science , pedagogy , open learning , physics , archaeology , teaching method , economics , history , botany , biology , acoustics
The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy‐seven intact work teams from high‐technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright © 2008 John Wiley & Sons, Ltd.