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Conflict management between and within teams for trusting relationships and performance in China
Author(s) -
Hempel Paul S.,
Zhang ZhiXue,
Tjosvold Dean
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.540
Subject(s) - china , trustworthiness , conflict management , team effectiveness , psychology , public relations , foundation (evidence) , knowledge management , internal conflict , business , social psychology , political science , computer science , law , politics
Trusting relationships are increasingly considered vital for making teams productive. We propose that cooperative management of conflict can help team members to be convinced that their teammates are trustworthy. Results from 102 organizations in China support the theorizing that how teams to manage conflict with each other affects within‐team conflict management. Specifically, cooperative conflict between teams helps teams to manage their internal conflicts cooperatively that strengthens trust that in turn facilitates team performance. Results provide support for managing conflict cooperatively as a foundation for trusting, productive relationships in China as well as in the West. Copyright © 2008 John Wiley & Sons, Ltd.