Asymmetric response of carbon emissions to recessions and expansions and oil market shocks
In: CAMA Working Paper No. 92/2021
In: CAMA Working Paper No. 92/2021
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In: The International journal of conflict management: IJCMA, Band 29, Heft 3, S. 424-444
ISSN: 1758-8545
PurposeThe aim of this paper is to present a model of the moderating role of emotional self-leadership on the cognitive conflict–affective conflict relationship and their effect on work team decision quality.Design/methodology/approachThis paper draws upon extant theoretical and empirical research on the conflict, leadership and emotions literature works to argue for the role of emotional self-leadership as a boundary condition of the intra-team conflict–work team decision quality relationship.FindingsKey to understanding why cognitive conflict sometimes leads to improved decision quality and sometimes it does not is the role of emotional self-leadership. Through emotional self-leadership, team members can actively anticipate, guide and focus their emotional responses to cognitive conflict and reduce their experience of affective conflict, improving team decision quality.Research limitations/implicationsIdentifying and explaining the moderating role of emotional self-leadership represents important progress for reframing emotion regulation and emotional intelligence into a new theoretical lens that may yield more meaningful insights into self-managed teams' research. If empirically supported, this moderating effect would help explain the contradictory results obtained in prior empirical studies.Practical implicationsPractitioners can diminish or avoid the negative effect of the type of conflict that lowers work team decision quality and preserve the positive effect of the type of conflict that improves work team decision quality by identifying and implementing ways to improve a work team's level of collective emotional self-leadership.Originality/valueThis paper extends the emotions, leadership and conflict literature works into the current research on self-directed work teams' effectiveness by bringing attention to the moderating role of emotional self-leadership and calls for empirical research on this subject.
In: The International journal of conflict management: IJCMA, Band 27, Heft 1, S. 62-87
ISSN: 1758-8545
Purpose– Based on extant literature on empowerment and team management, this paper aims to examine the effect of power distance and collectivism on the relationship between empowerment and team performance through the mechanisms of knowledge sharing and intra-group conflict.Design/methodology/approach– This paper conceptualizes a model depicting the relationship between team empowerment and team performance across cultures.Findings– The authors argue that team empowerment can increase both knowledge sharing and intra-group conflict in working teams. Knowledge sharing facilitates team performance, while intra-group conflict impairs team performance in the long run. Team empowerment yields different team performance across cultures due to the respective moderating effects of power distance and collectivism.Originality/value– This paper explicates the moderating roles of power distance and collectivism on the relationship between empowerment, knowledge sharing, intra-group conflict and team performance. The authors suggest that the effectiveness of team empowerment is contingent on the cultural context that the team operates in.
In: EGY-D-22-01340
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In: ENEECO-D-21-01438
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