scholarly journals Startup Teamwork and Performance Research: the Impact of Task Conflict and Relationship Conflict

2016 ◽  
Vol 11 (2) ◽  
pp. 101-111 ◽  
Author(s):  
jungi park ◽  
이혜정
Keyword(s):  
Task Conflict ◽  
Relationship Conflict ◽  
And Performance ◽  
The Impact ◽  
Performance Research

scholarly journals The Impact of Cultural Diversity on the Academic Performance: A Study on Turkish Universities

2016 ◽  
Vol 9 (5) ◽  
pp. 135
Author(s):  
Ercan Turgut
Keyword(s):  
Academic Performance ◽  
Research Laboratory ◽  
University Ranking ◽  
Correlation And Regression Analysis ◽  
Educational Culture ◽  
Heterogeneous Structures ◽  
And Performance ◽  
The Impact ◽  
Performance Research ◽  
Science Production

<p>Universities as science production centers are institutions that bring diverse information together. It is noteworthy that no longer these institutions have more international and heterogeneous structures. Qualified foreign academicians with the educational culture of a different country get universities stronger with these differences and knowledge, and improve the universities’ academic performance. Considering this idea in this research the effect of the number of foreign academicians to the academic performance of universities is investigated. For this purpose, the effect and correlation between performance rates of 130 universities of Turkey and the number of the foreign academicians, which is evaluated by University Ranking by Academic Performance Research Laboratory (URAP), have been revealed with correlation and regression analysis. As a consequence, a positive and weak relationship was determined between the number of foreign academicians and performance. Also the number of the foreign instructors affects the performance of the universities positively.</p>

How does network position influence project performance in Chinese megaprojects? An inter-organizational conflict-based perspective

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cong Liu ◽  
Jiming Cao ◽  
Guangdong Wu ◽  
Xianbo Zhao ◽  
Jian Zuo
Keyword(s):  
Project Performance ◽  
Network Governance ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Organizational Conflict ◽  
Structural Holes ◽  
Content Type ◽  
Network Position ◽  
The Impact ◽  
The Relationship

Purpose This study aims to explore the relationship between network position, various types of inter-organizational conflicts and project performance in the context of megaprojects. Design/methodology/approach Centrality and structural holes were used to represent network position. A theoretical model was developed, and a structured questionnaire survey was conducted with construction professionals involved in megaprojects. A total of 291 valid responses were obtained, which were analyzed via structural equation modeling. Findings The results showed that centrality negatively impacts project performance, while structural holes do not significantly impact project performance. Centrality negatively affects task conflicts, but positively affects process conflicts and relationship conflicts. Structural holes positively impact task conflicts, but negatively impact both process conflicts and relationship conflicts. Task conflict and relationship conflict exert constructive and destructive effects on project performance, respectively, while process conflict does not significantly impact project performance. Task conflict and relationship conflict play mediating roles. Task conflict weakens while relationship conflict strengthens the relationship between centrality and project performance. Task conflict strengthens while relationship conflict weakens the relationship between structure hole and project performance. Research limitations/implications This study provides a reference for the implementation of network governance, inter-organizational conflict management and project performance management in megaprojects. However, the impact of dynamic changes of inter-organizational conflicts and network position on project performance has not been discussed in the context of megaprojects. Future research may explore the impact of dynamic changes of conflicts and network position on project implementation. Originality/value This study increases the current understanding of the impact of network position on project performance. Moreover, a new direction for network governance in the context of megaprojects is provided. This study also verified both the constructive and destructive effects of conflicts and the mediating role they play, thus supplementing the literature on inter-organizational conflict management in the construction field.

The dual effects of task conflict on team creativity

2019 ◽  
Vol 30 (1) ◽  
pp. 132-154 ◽  
Author(s):  
Eun Kyung Lee ◽  
Ariel C. Avgar ◽  
Won-Woo Park ◽  
Daejeong Choi
Keyword(s):  
Transformational Leadership ◽  
Harmful Effect ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Creativity ◽  
Content Type ◽  
Team Conflict ◽  
Positive Direct ◽  
The Impact

PurposeThe purpose of this paper is to explore the dual effects of task conflict on team creativity and the role of team-focused transformational leadership (TFL) as a key contingency in the task conflict–team creativity relationship.Design/methodology/approachData were collected from 325 teams across ten large companies in South Korea. The study tested the hypothesized moderated mediation model using an SPSS macro (PROCESS, Hayes, 2008).FindingsResults showed that task conflict is directly and positively related to team creativity and is negatively and indirectly related to team creativity via relationship conflict. Furthermore, the study found that team-focused TFL moderates all paths through which task conflict affects team creativity. Specifically, team-focused TFL enhances the positive direct effect of task conflict and alleviates the negative indirect effects of task conflict on team creativity.Research limitations/implicationsAlthough this study could not test the causal chains of the proposed relationships owing to a cross-sectional nature of data, the present research provides theoretical implications for the conflict, leadership and team creativity literatures. The study highlights the role of transformational leadership in the process through which team conflict is managed so as to increase team creativity.Practical implicationsTo capitalize on the creativity-related benefits associated with task conflict, managers will need to pay attention to the role they can play and their leadership that emphasizes collective goals and identity. Managers and team leaders are also expected to intervene in conflict situations to minimize the harmful effect of task conflict that may take place owing to the association between task conflict and relationship conflict.Social implicationsThe findings will have implications for any social contexts where people work together toward common goals. In such contexts, the study emphasizes the role of leadership in teams to use the creative potential associated with different opinions and values regarding what and how work to be completed.Originality/valueThe study’s examination of the dual paths through which task conflict affects team creativity brings insights into why the impact of task conflict on team creativity has been inconsistent or unclear in past research. This paper also articulates a leader’s role in teams in relation to managing team conflict to increase team creativity.

scholarly journals Organizational Companionship

2018 ◽  
Vol 31 (1) ◽  
pp. 1-31
Author(s):  
Youngshik Kim ◽  
Yongwon Suh
Keyword(s):  
Factor Analysis ◽  
Factor Structure ◽  
Practical Implication ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Depth Interview ◽  
Confirmatory Factor ◽  
Using Data ◽  
The Impact

In the field of organizational psychology, the study of task conflict and relationship conflict is noted. However, there seems to be a paucity in research clarifying relationship among organizational members that can reduce the impact of task conflict on relationship conflict. The purpose of this study is to conceptualization and scale development of organizational companionship, which mitigates the effects of task conflict on relationship conflict. In the first study, an in-depth interview was conducted in order to explore relationship-based factors that could reduce the effects of task conflict on relationship conflict. Such factors that reduce relationship conflict in presence of task conflict were defined as organizational companionship, and was conceptualized as being composed of five sub-factors-jeong, we-ness, mutual trust, loyal behavior, and responsibility-which were named based on literature review. In the second study, a scale for organizational companionship was developed based on the in-depth interview. The result of exploratory factor analysis using data of 310 participants showed a 5 factor structure with 28 items. It was also verified that organizational companionship reduced the effects of task conflict on relationship conflict. In the third study, confirmatory factor analysis was conducted with a sample of 304 participants, and the results signified that the 5 factor structure indicated a satisfactory fit. Based on such findings, theoretical and practical implication, limitations, and suggestions for future research were discussed.

Beyond Aggregation: How Voice Disparity Relates to Team Conflict, Satisfaction, and Performance

2020 ◽  
pp. 104649642095639
Author(s):  
Kyle M. Brykman ◽  
Thomas A. O’Neill
Keyword(s):  
Task Conflict ◽  
Relationship Conflict ◽  
Engineering Student ◽  
Team Members ◽  
Team Conflict ◽  
Team Outcomes ◽  
Student Teams ◽  
And Performance

In this manuscript, we conceptualize voice disparity based on the extent to which voice is (un)evenly communicated within a team and demonstrate its empirical utility beyond team aggregate voice. Specifically, we propose that voice disparity is negatively related to task conflict and positively related to relationship conflict, whereas the inverse holds for aggregate voice, and that conflict mediates the effects of team-level voice on team outcomes. Results of our study of 178 engineering-student teams generally supported this model. Overall, we demonstrate the complexities of voice as a multilevel phenomenon, which depends on how often and equally team members express voice.

scholarly journals Relationship between Team Conflict and Performance in Green Enterprises: A Cross-Level Model Moderated by Leaders’ Political Skills

Complexity ◽  
2021 ◽  
Vol 2021 ◽  
pp. 1-12
Author(s):  
Yanhong Tu ◽  
Leilei Zhang
Keyword(s):  
Team Performance ◽  
Skills Training ◽  
Individual Performance ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Conflict ◽  
Political Skills ◽  
Positive Effects ◽  
Management Concepts ◽  
And Performance

It is evident that, being a member of the organization, the team has to cue the influx of the green management concepts. This study focuses on the aspect of team management in green enterprises. Applying leadership theory to sample green enterprises, this paper proposes that political skills of team leadership have moderating effects on the relationship between team conflict (relationship conflict and task conflict) and performance at both the individual and team levels. Empirical data were collected from 85 dyads of leaders and team members in 36 green enterprises in China. It was found that the leaders’ political skills weakened the negative effects of relationship conflict on individual performance and team performance. Further, leaders’ political skills strengthened the positive effects of task conflict on individual and team performance. The results of this study deepen the cognition of two types of team conflict in theory and provide theoretical guidance for green enterprises in carrying out effective team conflict management and practical political skills training for leaders.

Solving intra-group conflicts by supporting employees’ identification and commitment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zoltán Krajcsák
Keyword(s):  
Case Studies ◽  
Affective Commitment ◽  
Employee Commitment ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Professional Commitment ◽  
Normative Commitment ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to demonstrate how employee commitment and identification affect the intra-group conflicts and to demonstrate the moderator role of some dimensions of core self-evaluation (CSE) on the relationship between commitment and conflict. Exploring relationships can provide a better understanding of the nature of intra-group conflicts and the development of prevention and conflict management strategies. Design/methodology/approach This study uses case studies to illustrate the factors that amplify and weaken conflicts. Case studies describe conflicts within a single multinational company. Findings According to the results, the high levels of affective commitment and the degree of group identification reduce the relationship conflict, and the impact of affective commitment on the relationship conflict is moderated by the degree of self-esteem. The high levels of normative commitment and the degree of organizational identification reduce the process conflict, and the impact of normative commitment on process conflict is moderated by the degree of self-control. The high levels of professional commitment and the degree of occupational identification reduce the task conflict and that the impact of professional commitment on the task conflict is moderated by the degree of self-efficacy. Research limitations/implications The results should also be confirmed by research using a quantitative method. Practical implications Managers need to increase employees’ commitment in a targeted way to increase their performance and to prevent conflicts. An important lesson for recruitment professionals is that in jobs where conflict prevention is particularly important, CSE levels that determine personality traits should also be tested. Originality/value The degree of commitment and identification also largely depends on organizational circumstances and the support of the manager. The factors brought into play by the employees, including the personality of the staff involved in the conflict, also play a role in conflicts. While these do not trigger it, some personality variables influence the outcome of conflicts. The study demonstrates that targeted enhancement of employee commitment and identification can address intra-group conflicts and that CSE is able to prevent certain types of intra-group conflicts through its moderating effect.

The Effects of Task Interdependence, Team Cooperation, and Team Conflict on Job Performance

2015 ◽  
Vol 43 (4) ◽  
pp. 529-536 ◽  
Author(s):  
Chun-chang Lee ◽  
Yu-hsin Lin ◽  
Hsin-Chung Huang ◽  
Wei-wen Huang ◽  
Hsu-hung Teng
Keyword(s):  
Real Estate ◽  
Job Performance ◽  
Structural Model ◽  
Task Interdependence ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Factors Affecting ◽  
Team Cooperation ◽  
Real Estate Brokers ◽  
The Impact

Using a linear structural model, we investigated the impact of task interdependence, task and relationship conflict in a team, and team cooperation on job performance of real estate brokers in Kaohsiung, Taiwan. The empirical results showed that task interdependence significantly and positively influenced team cooperation and job performance, and significantly and negatively influenced relationship conflict. Relationship conflict significantly and negatively influenced team cooperation; task conflict positively and significantly influenced job performance; team cooperation significantly and positively influenced job performance; and trust significantly moderated the effect of task conflict on job performance. It is clear from these results that, when investigating the factors affecting real estate brokers' job performance, it is necessary to consider the effects of task interdependence, task conflict, relationship conflict, and team cooperation, as well as the moderating effect of trust.

scholarly journals Organizational Companionship

2018 ◽  
Vol 31 (1) ◽  
pp. 1-31
Author(s):  
Young-shik Kim ◽  
Yong-won Suh
Keyword(s):  
Factor Analysis ◽  
Factor Structure ◽  
Practical Implication ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Future Research ◽  
Depth Interview ◽  
Confirmatory Factor ◽  
Using Data ◽  
The Impact

In the field of organizational psychology, the study of task conflict and relationship conflict is noted. However, there seems to be a paucity in research clarifying relationship among organizational members that can reduce the impact of task conflict on relationship conflict. The purpose of this study is to conceptualization and scale development of organizational companionship, which mitigates the effects of task conflict on relationship conflict. In the first study, an in-depth interview was conducted in order to explore relationship-based factors that could reduce the effects of task conflict on relationship conflict. Such factors that reduce relationship conflict in presence of task conflict were defined as organizational companionship, and was conceptualized as being composed of five sub-factors-jeong, we-ness, mutual trust, loyal behavior, and responsibility-which were named based on literature review. In the second study, a scale for organizational companionship was developed based on the in-depth interview. The result of exploratory factor analysis using data of 310 participants showed a 5 factor structure with 28 items. It was also verified that organizational companionship reduced the effects of task conflict on relationship conflict. In the third study, confirmatory factor analysis was conducted with a sample of 304 participants, and the results signified that the 5 factor structure indicated a satisfactory fit. Based on such findings, theoretical and practical implication, limitations, and suggestions for future research were discussed.

Task and Relationship Conflict at Work

2011 ◽  
Vol 27 (3) ◽  
pp. 171-178 ◽  
Author(s):  
Nale Lehmann-Willenbrock ◽  
Anna Grohmann ◽  
Simone Kauffeld
Keyword(s):  
Factor Analysis ◽  
Confirmatory Factor Analysis ◽  
Negative Impact ◽  
Longitudinal Design ◽  
Industrial Sector ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Factor Solution ◽  
Convenience Sample ◽  
Confirmatory Factor

The distinction between task and relationship conflict is well established. Based on Jehn’s (1995) intragroup conflict scale, we developed an economic six-item questionnaire for assessing relationship and task conflict in work groups. Confirmatory factor analysis was performed on data from a convenience sample (N = 247), and confirmed the original two-factor solution. The stability of the obtained two-factor solution was supported by confirmatory factor analysis in a longitudinal design with a second sample (N = 431) from the industrial sector. In line with previous research, the two types of conflict were intercorrelated. Moreover, the two subscales showed differential longitudinal effects on team outcomes. Task conflict was beneficial for performance in nonroutine tasks (but not in routine tasks). Relationship conflict had a negative impact on team viability and coworker trust.

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