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THE EFFECTS OF PAST PERFORMANCE ON TOP MANAGEMENT TEAM CONFLICT IN STRATEGIC DECISION MAKING
In: International Journal of Conflict Management, Band 10, Heft 4, S. 340-359
Research into the antecedents of TMT conflict has become increasingly popular in light of the effects that conflict can have on strategic decision making and organizational performance. Of course, such performance becomes a part of the contextual backdrop against which future decisions are made. Thus, organizational performance is itself an important antecedent of TMT conflict. Using data drawn from the TMTs of 44 mid‐sized public firms, we demonstrate that cognitive and affective conflict relate differently to past performance. The implications of this research for efforts to effectively manage conflict during strategic decision making are discussed.
RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE
In: International Journal of Conflict Management, Band 5, Heft 3, S. 239-253
Strategic decision making influences organizational performance. However, close examination of this relationship reveals a subtle paradox. It appears that the products of strategic decision making, all of which are necessary for enhanced organizational performance, do not peacefully coexist. Conflict seems to be the crux of this conundrum. As such, a better understanding of conflict's effects on strategic decision making is needed This paper integrates a multidimensional conceptualization of conflict Into a model of strategic decision making and organizational performance and develops propositions to guide empirical study of the effects of conflict on strategic decision making.
The Effects of Conflict on Strategic Decision Making Effectiveness and Organizational Performance
In: Using Conflict in Organizations, S. 101-115
AN ASSESSMENT AND REFINEMENT OF JEHN'S INTRAGROUP CONFLICT SCALE
In: International Journal of Conflict Management, Band 13, Heft 2, S. 110-126
Jehn (1992, 1994) developed the Intragroup Conflict Scale (ICS) to measure two theoretically distinct dimensions of conflict: relationship and task conflict. In the years since, the ICS has been widely adopted by researchers as a measurement tool for group conflict. However, limited evidence of the scale's psychometric properties has been published. Following guidelines provided by Schwab (1980) and Hinkin (1995), we assess the construct validity of the scale, using both individual level and group level techniques, and test proposed nomological relationships, using six diverse samples. We conclude that a 6‐item version of the original 9‐item scale best captures relationship and task conflict.
An Assessment and refinement of Jehn's Intragroup Conflict Scale
In: The international journal of conflict management: IJCMA, Band 13, Heft 2, S. 110-126
ISSN: 1044-4068
Conflict: An important dimension in successful management teams
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 24, Heft 2, S. 20-35
ISSN: 0090-2616