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An integrative solution to the confl...

Duke University., Business Administration.

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An integrative solution to the conflict over conflict.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	An integrative solution to the conflict over conflict./
作者:	Mannes, Albert E.
面頁冊數:	124 p.
附註:	Adviser: Richard Larrick.
Contained By:	Dissertation Abstracts International70-03A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3350282
ISBN:	9781109077469

An integrative solution to the conflict over conflict.
Mannes, Albert E.

An integrative solution to the conflict over conflict. - 124 p.

Adviser: Richard Larrick.

Thesis (Ph.D.)--Duke University, 2009.

The value of task-related conflict to team effectiveness continues to generate controversy in organizational studies. I argue that this debate reflects as much differences in the conceptualization of conflict by scholars from separate traditions as it does variation in empirical settings and methods. The model proposed in this research is a more general framework for the study of team conflict that clarifies, accommodates, and reconciles to a large degree the divergent findings of prior research. It suggests that recent pessimism about the value of team conflict is overstated, and it offers a number of promising paths through which task-related conflict may improve team performance and satisfaction. Chapter 1 reviews the history of this debate and introduces the model of team conflict. Chapter 2 documents a test of the model's propositions in a correlational study of 223 MBA teams conducting a decision-making exercise. Chapter 3 features an experimental test of the model with a forecasting task completed by 60 3-person groups. And Chapter 4 revisits the conflict over conflict in light of the studies presented herein.

ISBN: 9781109077469Subjects--Topical Terms:

626628
Business Administration, Management.

An integrative solution to the conflict over conflict.
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520 $a The value of task-related conflict to team effectiveness continues to generate controversy in organizational studies. I argue that this debate reflects as much differences in the conceptualization of conflict by scholars from separate traditions as it does variation in empirical settings and methods. The model proposed in this research is a more general framework for the study of team conflict that clarifies, accommodates, and reconciles to a large degree the divergent findings of prior research. It suggests that recent pessimism about the value of team conflict is overstated, and it offers a number of promising paths through which task-related conflict may improve team performance and satisfaction. Chapter 1 reviews the history of this debate and introduces the model of team conflict. Chapter 2 documents a test of the model's propositions in a correlational study of 223 MBA teams conducting a decision-making exercise. Chapter 3 features an experimental test of the model with a forecasting task completed by 60 3-person groups. And Chapter 4 revisits the conflict over conflict in light of the studies presented herein.
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