scholarly journals Applying Conflict Management Styles to Resolve Task Conflict and Enhance Team Innovation

2021 ◽  
Vol 5 (5) ◽  
pp. 667-677
Author(s):  
Anh Tho To ◽  
Thi Siem Tran ◽  
Kieu Oanh Nguyen ◽  
Van Trung Hoang ◽  
Kim Phong Thai
Keyword(s):  
Conflict Management ◽  
Structural Equation ◽  
Management Strategies ◽  
Negative Influence ◽  
Equation Model ◽  
Task Conflict ◽  
Management Styles ◽  
Team Creativity ◽  
Conflict Management Styles ◽  
Team Innovation

Task conflicts among group members have a significant impact on team creativity, so it is critical to identify which conflict resolution styles should be used. This paper aims to examine how various conflict management styles influence team creativity via task conflict. The empirical research was conducted using the Structural Equation Model (SEM) for a sample of 257 employees working for Vietnamese organizations. The results show that dominating style increases task conflict while combining and obliging styles reduce it. To take advantage of the creativity-related benefits associated with task conflict, team leaders should develop an open atmosphere that encourages participants' integrating styles, rather than dominating styles. The negative influence of obliging style reflects Vietnamese culture's high collectivism. The study provides various approaches for task conflict management and also highlights the role of controlling task conflicts in enhancing team innovation. It implies that employees will be able to work better as a team in practice if conflict management strategies are used in a flexible manner. It helps them to build a good connection and successfully implement new ideas. Further research should extend the conclusion of this analysis in various contexts to generalize the findings. Doi: 10.28991/esj-2021-01303 Full Text: PDF

Unpacking the relationships between conflicts and team innovation

2014 ◽  
Vol 52 (8) ◽  
pp. 1533-1548 ◽  
Author(s):  
Yuanqiong He ◽  
Xiu-Hao Ding ◽  
Kunpeng Yang
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Cognitive Conflict ◽  
Equation Model ◽  
Future Research ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Team Innovation ◽  
The Relationship

Purpose – Teamwork is important for innovation, but it often incurs conflicts. Previous literature has reported inconsistent relationships between conflicts and team performance. The purpose of this paper is to clarify this relationship and explore how to improve team innovation using conflict management styles. Design/methodology/approach – This study collects data in China and the survey covering 436 participants from 126 project teams. Then, structure equation model by AMOS and moderated regression analyses are used for hypotheses testing. Findings – This study finds that cognitive conflict and affective conflict have positive and negative effects on team innovation separately, and cognitive conflict positively affects affective conflict, with the total effect of cognitive conflict on team innovation being negative. Moreover, this study suggests that cooperative conflict management styles and dominating style (one of competitive conflict management styles) moderate the relationship between cognitive conflict and affective conflict negatively and positively. Research limitations/implications – First, this study did not consider features of organizations as control variables. Future research can advance in this direction. Second, the data were collected from a single marketing innovation program. Further research might use more diversified teams to test the hypotheses. Practical implications – Firms should realize that cognitive conflict promotes team innovation directly, but it also harms team innovation through affective conflict. Then, cooperative conflict management styles are effective in weakening the relationship between cognitive conflict and affective conflict. Originality/value – This study fulfills an identified need to clarify the relationship between conflict and team performance, as well as how conflict management styles moderating the relationship between cognitive conflict and affective conflict.

Emotional intelligence, conflict management styles, and innovation performance

2015 ◽  
Vol 26 (4) ◽  
pp. 450-478 ◽  
Author(s):  
Su Juan Zhang ◽  
Yong Qiang Chen ◽  
Hui Sun
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Construction Industry ◽  
Management Strategies ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship

Purpose – This paper aims to investigate the relationship among emotional intelligence (EI), conflict management styles (CMSs) and innovation performance, and test the mediating effects of various types of CMSs. Innovation is playing a more and more critical role in the survival and development of companies. EI is assumed to be an antecedent of employees’ innovation performance. Conflict is an inevitable phenomenon in organizations, and different CMSs have different impacts on individual performance. Design/methodology/approach – Research data were obtained from 159 employees in the construction industry in China. SPSS 19.0 was used to test and verify the hypotheses concerning the relationship among EI, CMSs and innovation performance. The authors also conducted a 500-times bootstrapping to verify the mediating roles of different CMSs. Findings – Results indicate that EI is positively and significantly associated with integrating, compromising and dominating styles, as well as innovation performance in the construction industry. In addition, the integrating style has a significantly positive relationship with innovation performance. This research also confirms the mediating effect of integrating style on the relationship between EI and innovation performance. Practical implications – The authors recommend that managers, especially in the construction industry, who are willing to maintain high levels of innovation performance of employees can provide EI training programs. In addition, to improve innovation performance, companies should provide employees with appropriate training emphasizing the importance of conflict management strategies, especially the integrating style. Originality/value – Limited research has focused on the antecedents of conflict management strategies or the relationship between EI and innovation performance. A framework integrating EI, CMSs and innovation performance is put forward and empirical evidence of the relationship between EI and employees’ innovation performance is provided. This research helps to have a better understanding of the relationship between EI and innovation performance by introducing the integrating style as a mediating variable.

Conflict Management Styles and Innovation Performance

2021 ◽  
Vol 12 (4) ◽  
pp. 31-45
Author(s):  
Saad G. Yaseen ◽  
Ghaleb A. El Refae ◽  
Dima M. Dajani ◽  
Ashgan A. Ghanem
Keyword(s):  
Conflict Management ◽  
Structural Equation ◽  
Middle Eastern ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Management Styles ◽  
Organizational Agility ◽  
Conflict Management Styles ◽  
Business Context ◽  
The Relationship

The aim of this research is to empirically investigate the relationship between conflict management styles (CMSs), organizational agility, and innovation performance. Covariance-based structural equation modeling was used to test Rahim and Bonoma conflict management styles and their relations to organizational agility and innovation performance. A total of 460 questionnaires were collected from the Jordanian telecommunication companies. Findings revealed that integrating style has a significant impact on the organizational agility and innovation performance. Organizational agility mediates the relationship between compromising and integrating conflict styles and innovation performance. The obliging, dominating, and avoiding conflict management styles have an insignificant effect on innovation performance. This research has significantly contributed to the existing literature where prior studies were mainly conducted in the Western context. The conflict management field is still under research in the Middle Eastern business context.

Making conflict work

2018 ◽  
Vol 43 (2) ◽  
pp. 70-78 ◽  
Author(s):  
Mark Fotohabadi ◽  
Louise Kelly
Keyword(s):  
Conflict Management ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Partial Least Square ◽  
Least Square ◽  
Management Styles ◽  
Empirical Examination ◽  
Conflict Management Styles ◽  
Equation Analysis ◽  
Authentic Leadership Questionnaire

The relation between authentic leadership (AL) and conflict management is a topic that has not been extensively researched and merits further empirical examination. In this study, two hypotheses were tested: first, whether AL is positively correlated with active constructive conflict (ACC) behaviors, and second, whether the conflict management styles (CMSs) of the organization moderate the relationship between AL and ACC behaviors. Partial least square structural equation analysis was used to examine the responses of 65 leadership participants in a survey of management styles. The results supported the hypotheses. A statistically significant relationship was found between AL, as measured by the Authentic Leadership Questionnaire, and ACC behaviors, as measured by Thomas–Kilmann Instrument; CMSs, as measured by the Rahim Organizational Conflict Inventory, moderated this relationship. The implications of these findings are discussed in detail.

scholarly journals The Mediating Role of Conflict Management Styles Between Organizational Justice and Affective Commitment Among Academic Staffs in Malaysian Public Universities

2018 ◽  
Vol 150 ◽  
pp. 05012
Author(s):  
Muhammad Asyraf Mohd Kassim ◽  
Muhammad Safizal Abdullah ◽  
Mohd Fitri Mansor
Keyword(s):  
Distributive Justice ◽  
Conflict Management ◽  
Organizational Justice ◽  
Structural Equation ◽  
Affective Commitment ◽  
Public Universities ◽  
Academic Staff ◽  
Mediating Effect ◽  
Management Styles ◽  
Conflict Management Styles

This study analyzes in deep the effects of two major dimensions in organizational justice such as procedural and distributive justice on affective commitment through three conflict management styles such as integrating, compromising, and avoiding styles. These relationships are analyzed in advance on the extent of academic staff in Malaysian Public Universities. Partial Least Squares of Structural equation modelling (SEM) and Statistical Package Social Science (SPSS) are utilized to determine the effect of the two variables and the mediating effect of the conflict management styles. The results exhibit that procedural and distributive justice is significantly related with integrating, and compromising styles while not significantly related to avoiding style. It also revealed that integrating and compromising styles were significant with affective commitment while avoiding style does not relate with affective commitment. In conclusion, the results also showed only integrating and compromising styles mediate the relationship between procedural and distributive justice and affective commitment.

Fighting for innovation: exploring the role of conflicts in enabling team innovation

2015 ◽  
Vol 32 (1) ◽  
pp. 11-12 ◽  
Author(s):  
Safal Batra
Keyword(s):  
Conflict Management ◽  
Design Methodology ◽  
Sustainable Competitive Advantage ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
Team Innovation ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Using a survey conducted on 436 candidates belonging to 126 teams, He et al. (2014) found that cognitive and affective conflicts have different implications for team innovations. Further, conflict management styles moderate these relationships. Given the emphasis on innovation in organizations and the realization that innovation can offer sustainable competitive advantage, the findings of this research by He et al. (2014) have implications for practitioners and organizations. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals TOWARDS UNDERSTANDING OF WORKPLACE CONFLICT: AN EXAMINATION INTO CAUSES AND CONFLICT MANAGEMENT STRATEGIES

2021 ◽  
Vol 16 (1) ◽  
pp. 7-18
Author(s):  
Dana Egerová ◽  
Lucie Rotenbornová
Keyword(s):  
Content Analysis ◽  
Conflict Management ◽  
Thematic Analysis ◽  
Management Strategies ◽  
Management Styles ◽  
Workplace Conflict ◽  
Conflict Management Styles ◽  
Conflict Situations ◽  
Written Assignments ◽  
Poor Management

Workplace conflict is regarded as a naturally and unavoidably occurring phenomenon in today's organisations. To identify the causes of workplace conflict it is critically important to determine appropriate conflict management strategies and effectively manage conflict. The purpose of this study was to explore causes of interpersonal conflicts between managers and employees and the conflict management styles used to handle these conflicts. A qualitative approach including thematic analysis and content analysis was employed. The thematic analysis was carried out to explore the themes concerning causes of conflicts between managers and employees. The content analysis was used to identify the conflict management styles. The data for both analyses included 47 individual written assignments describing conflict situations between managers and employees. Four general themes including poor management, manager personality, poor communication and differences in views emerged from the thematic analysis. Each theme also encompassed a number of subthemes. The findings of the content analysis showed that fight was the most adopted style used by both male and female managers. The findings also revealed that three styles emerge as the most frequently adopted by employees including avoidance, adaptation, and collaboration. The practical implications and limitations of this study are discussed. Keywords: causes of conflict, conflict management styles, gender, qualitative analysis, workplace conflict

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