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We examine an alternative to the prevailing view of conflict management as an exogenous factor (a moderator) that influences the relationship between conflict type and team outcomes. Our research s...

The session includes four research presentations that address the role of personality, gender, and other individual differences in negotiation and conflict contexts. The papers adopt different yet ...

Conflicts in the workplace have been characterized by their type (task, process, relationship), but little attention has been paid to how conflicts are expressed. We present a conceptual framework of conflict expression and argue that understanding how conflicts are expressed can help us gain new insights about the effects of conflict. We propose that conflict expressions vary in their directness and oppositional intensity and that these differences directly influence how people experience and react to conflict, resulting in dynamic escalatory or de-escalatory conflict spirals. We argue that directness of conflict expression is a function of the ambiguity of expression and who is involved (antagonists versus involving other people). Oppositional intensity of conflict expression is indicated by the communicated entrenchment in positions and subversiveness of actions. We argue that while oppositional intensity and directness are universal dimensions characterizing conflict expression, the cultural context and characteristics of the disputants will influence how conflict is expressed and perceived. We consider the implications of our conceptual framework for related research examining conflict.

Although interdisciplinary research attracts more and more interest and effort, the benefits of this type of research are not always realized. To understand when expertise diversity will have posit...

Although time affects how individuals interact together in teams, we know little about how time influences the evolution of conflict interactions and their impact on important team outcomes. Conflict dynamics is likely to determine the extent to which team members create new products, perform, and stay viable over time. Our symposium brings together five papers which examine conflict dynamics using different research approaches and theoretical perspectives. The current collection of papers contribute to research on team dynamics, creativity, team composition, conflict management, and learning; and has important implications for theory, research methods advancement, and practice on how to make teams more effective. A Longitudinal Study of Antecedents and Outcomes of Team Conflict Dynamics Presenter: Nicole Larson; U. of Calgary Presenter: Thomas Alexander O'Neill; U. of Calgary Presenter: Matthew McLarnon; Oakland U. Creative Synthesis and Conflict Dynamics in Innovation teams: A Latent Growth Analysis Pre...

The focus on entrepreneurship in business schools has never been stronger; however, preparing students for a career in developing new business innovations and ventures is challenging, and no shared...

Failures in cross-functional product development teams are often attributed to a team's inability to capitalize on their diversity. In this study we develop and test a model of representational gap...

Functional diversity in teams, while potentially beneficial, increases the likelihood that individual team members will perceive the team's task differently, leading to gaps between teammates' interpretations of what is needed for the team to be successful. These representational gaps are likely to create conflict as teammates try to solve what are essentially incompatible problems. Understanding how these general mechanisms work should deepen our understanding of information processing and conflict in diverse teams.

This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, re...

Increasing competition resulting from the global and technological nature of markets has heightened the need for businesses to rely on cross-functional new product teams to produce innovations in a...

The reported research examined the usefulness of placing risk propensity and risk perception in a more central role in models of risky decision making than has been done previously. Specifically, t...

Although individuals interact together in teams, several factors influence the meaning each of them derive from their team. Individual expectations and experiences determine the extent to which team members stay engaged and committed to the collective goal, resolve conflicts, are motivated to perform, and stay viable over time. Our symposium brings together five papers which examine the effects of divergent individual expectations and experiences in teams on individual and team outcomes. The current collection of papers contribute to research on individual cognition, diversity, goal-setting, and team identification; and has important implications for theory and practice on how to make teams more effective and meaningful. The Effects of High Conflict Perception on Individual Motivation and Satisfaction Presenter: Shirley Chaoyi Wang; Carnegie Mellon U. Presenter: Astrid C. Homan; U. of Amsterdam "Centripetal, Centrifugal, and Equilibrating Forces on Team Identification: A Meta-analysis" Presenter: Niranjan...

This paper develops and validates a measure of conflict expression (the Directness and Intensity of Conflict Expression measure, or DICE). Recent theorizing on conflict has shifted the focus from c...

Intragroup conflict has received an immense amount of research attention in the past few decades (De Dreu & Weingart, 2003; De Wit, Greer & Jehn, 2012). However, many questions and inconsistencies remain (cf. De Wit et al., 2012). To better understand the phenomenon of intragroup conflict, scholars have called for researchers to explore alternate ways of capturing the multi-level dynamic nature of intragroup conflict (Korsgaard et al., 2008), to better understand how conflicts transforms (e.g., De Wit et al., 2012), and to explore other types of conflicts within teams beyond task, relationship and process (e.g., Bendersky & Hays, 2012). Together, these different perspectives can provide valuable insight for understanding the effects, and management, of intragroup conflict. In this symposium, we present four papers that address these important new research directions. The first two papers respond to the call for more multi-level studies of intragroup conflict, and show how social network analysis can be ap...

Scholars have assumed that the presence of negative emotions during task conflict implies the absence of positive emotions. However, emotions researchers have shown that positive and negative emotions are not 2 ends of a bipolar continuum; rather, they represent 2 separate, orthogonal dimensions. Drawing on affective events theory, we develop and test hypotheses about the effects of task conflict on positive emotions and job satisfaction. To this end, we distinguish among the frequency, intensity, and information gained from task conflict. Using field data from 232 employees in a long-term health care organization, we find that more frequent mild task conflict expression engenders more information acquisition, but more frequent intense task conflict expression hinders it. Because of the information gains from mild task conflict expression, employees feel more active, energized, interested, and excited, and these positive active emotions increase job satisfaction. The information gained during task conflict, however, is not always energizing: It depends on the extent to which the behavioral context involves active learning and whether the conflict is cross-functional. We discuss theoretical implications for conflict, emotions, and job satisfaction in organizations.

The use of tactics in integrative two-party negotiations was studied. A categorization scheme was developed to code negotiation tactics. Results indicated that certain tactics affect joint profit, ...