The Effects of Conflict on Team Decision Making

2011 ◽  
Vol 39 (2) ◽  
pp. 189-198 ◽  
Author(s):  
Long Cheng ◽  
Zhong-Ming Wang ◽  
Wei Zhang
Keyword(s):  
Decision Making ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Decision Making Process ◽  
Team Decision Making ◽  
Team Decision ◽  
Relationship Of ◽  
The Relationship

The aim in this study was to examine the relationship between task and relationship conflict and their effect on team decision-making. A sample of 120 participants, divided into 40 teams, was recruited. We found that the relationship of task and relationship conflict was moderated by the decision-making process and teams performed better when making good use of task conflict, while relationship conflict was reduced.

Voice Climate, TMX, and Task Interdependence: A Team-Level Study

2018 ◽  
Vol 50 (2) ◽  
pp. 199-226
Author(s):  
Jinyun Duan ◽  
Yue Xu ◽  
M. Lance Frazier
Keyword(s):  
Decision Making ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Task Interdependence ◽  
Innovative Performance ◽  
Team Decision Making ◽  
Mediation Analyses ◽  
Team Member Exchange ◽  
Team Decision ◽  
The Relationship

Drawing on social exchange theory, the current research hypothesizes voice climate as a mediator of the relationship between team-member exchange (TMX) and both team decision-making effectiveness and innovative performance. Furthermore, we propose that task interdependence moderates the mediational relationship between TMX, voice climate, team decision-making effectiveness, and innovative performance. Survey results based on 294 members and their leaders from 73 entrepreneur teams demonstrated that TMX is positively related to voice climate and the two outcome variables. In addition, the relationships between TMX and both decision-making effectiveness and innovative performance are mediated by voice climate perceptions, respectively. Task interdependence moderated the relationship between TMX and voice climate, whereas moderated-mediation analyses indicated that the mediational relationship between TMX, voice climate, and both outcomes is stronger when task interdependence is high rather than low.

Two-path model of information sharing in new product development activities

2019 ◽  
Vol 36 (3) ◽  
pp. 312-326 ◽  
Author(s):  
Shiwen Luo ◽  
Jie Wang ◽  
Yuchun Xiao ◽  
David Yoon Kin Tong
Keyword(s):  
Decision Making ◽  
Product Development ◽  
Information Sharing ◽  
New Product Development ◽  
New Product ◽  
Team Decision Making ◽  
Common Information ◽  
Unique Information ◽  
Team Decision ◽  
The Relationship

To explore the mechanism of information sharing in new product development activities, 180 participants from 60 teams were invited to attend a simulation experiment. The results showed that unique information and common information are indispensable in new product development activities, and both of them have significant impact on team decision-making, but unique information is more significant than common information. At the same time, they were found to function in team decision-making through team cognition. That is, transactive memory systems played a mediating role in the relationship between unique information sharing and team decision-making, and shared mental models played a mediating role in the relationship between common information sharing and team decision-making. The experiment also showed that the relationship between unique information sharing and transactive memory systems was strengthened, while the relationship between common information sharing and shared mental models did not change significantly in the context of team psychological safety. By revealing the mechanism of information sharing, this experiment provided a useful reference for improving the efficiency and quality of team decision-making in new product development activities.

scholarly journals Relação entre a autoeficácia e os estágios do processo decisório: análise da percepção dos futuros administradores

2020 ◽  
Vol 13 (4) ◽  
pp. 792-807
Author(s):  
Atais Catarina Karpinski ◽  
Dieli Cristina Cogo ◽  
Ricardo Adriano Antonelli ◽  
Alison Martins Meurer
Keyword(s):  
Decision Making ◽  
Interpersonal Relationships ◽  
Undergraduate Students ◽  
Self Efficacy ◽  
Structural Equation ◽  
Equation Modeling ◽  
Decision Making Process ◽  
Rational Decision ◽  
Relationship Of ◽  
The Relationship

Purpose – This study analyzes the relationship between self-efficacy and the stages of the decision-making process, based on the perception of the undergraduate students in bachelor degree in Business Administration.Design/methodology/approach – It characterizes as a descriptive research, with a quantitative approach, using the Structural Equation Modeling technique, and data collection performed through a survey.Findings – The results indicate an association between self-efficacy and the stages of the decision-making process, allowing partial acceptance of the research hypothesis. In this sense, Effectiveness towards Adversity and Social Efficacy are shown as elements to be observed in terms of developing skills, which enable the students to realize such constructs, since there is a significant relationship with behavior in the decision making process. Thus, self-efficacy is presented as a propeller of the individual's confidence in the challenges and experiences with interpersonal relationships, whose experience supports the cognitive process which enables the recognition of the situation and the actions to be developed. Moreover, it is worth noticing the relevance of considering behavioral aspects in decision-making studies; regarding to, as well, the current discussions about the limitations of rational decision models.Research limitations/implications – The cross-section time frame and the sample composition of academics at a university are limitations that can be overcome in the future.Originality/value - Analyzing the relationship of self-efficacy with the stages of the decision-making process becomes relevant, since it brings contributions on the relationship of subjective abilities with decision making, in order to highlight characteristics not covered by rational decision-making models.

Six Sigma Project Teams and Rational Decision Making

2017 ◽  
pp. 375-400 ◽  
Author(s):  
Brian J. Galli ◽  
Kathryn A. Szabat ◽  
Mohamad Amin Kaviani
Keyword(s):  
Decision Making ◽  
Six Sigma ◽  
Shared Leadership ◽  
Academic Research ◽  
Strong Relationship ◽  
Past Research ◽  
Team Decision Making ◽  
Practical Applications ◽  
Team Decision ◽  
The Relationship

An understanding of how teams make decisions in the team environment is of utmost importance to organizational leaders. This research aims to determine the relationship that a shared leadership environment has on a team's approach to decision-making. A systematic review of past research efforts has shown that a strong relationship exists between the internal and external conditions of shared leadership and that a strong relationship exists between shared leadership and six sigma team decision-making principles and approaches. Furthermore, a review of the relationship between shared leadership and team decision making techniques has shown that the consensual approach is the most effective method to achieve the functional conditions of shared leadership. Based on the presented research, a model of decision-making in shared leadership environments is proposed for use by teams to determine the type of decision-making method that should be employed as a team's level of shared leadership increases. This model has been shown to have many practical applications for business as well as for academic research.

scholarly journals The relationship between task conflict, relationship conflict, team efficacy and task performance of Air Force Combat Flight Team

2017 ◽  
Vol 30 (3) ◽  
pp. 329-355
Author(s):  
Kyoungsu Lee ◽  
JungIn Lim ◽  
Jiyoung Park ◽  
YoungWoo Sohn
Keyword(s):  
Decision Making ◽  
Task Performance ◽  
Air Force ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Equation Modeling ◽  
Future Research ◽  
Team Efficacy ◽  
The Relationship ◽  
And Task

The purpose of the present study was to investigate integrally the relationships among task conflict, relationship conflict, team efficacy, and task performance of the Air Force Combat Flight Team. Also, the study illustrated whether participative decision-making moderated the relationship between task conflict and team efficacy, and the relationship between relationship conflict and team efficacy. Surveys and supervisor-rating performance data of 284 combat flight teams of two Air Force fighter pilots were collected for assessing the aforementioned relationships. Analyzing through structural equation modeling, the results indicated that task conflict was negatively related to team efficacy and task performance. Relationship conflict was negatively related to team efficacy whereas they were positively related with task performance. Moreover, team efficacy mediated the relationship between task conflict and task performance, and the relationship between relationship conflict and task performance. Furthermore, participative decision-making moderated the relationships of task conflict and relationship conflict with team efficacy such that these negative relationships were stronger when wingman pilot’s perception toward leader pilot’s participative decision-making was low. We discuss the implications of these results, study limitations, and practical suggestions for future research.

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