Weitere Artikel dieser Ausgabe durch Wischen aufrufen
The purpose of this study was to investigate the conditional effects of power values diversity and relationship conflict.
We utilized a time-lagged survey design and multilevel modeling to investigate 60 teams working on a project task over the course of 4 months.
When participative safety climate was high, the presence of high power values diversity was particularly helpful for reducing relationship conflict. In turn, decreased relationship conflict tended to increase team performance. Additionally, when workload sharing was low, high relationship conflict was especially harmful to team performance.
Results support the consideration of team participative safety climate to better understand the conditions under which power values diversity is likely to lessen relationship conflict and subsequently increase team performance. Findings also highlight the importance of avoiding low workload sharing, in the presence of prominent relationship conflict, to increase team performance.
By examining relationship conflict as a mediator and participative safety climate as a moderator of power values diversity’s effects, we make a novel contribution to extant literature by helping to elucidate both how and under what conditions differences in power values, among team members, can influence team performance. Relatedly, we answer the call for more research that adopts a contingency approach toward examining the effects of values diversity and relationship conflict. In doing so, we help to identify the conditions under which power values diversity and relationship conflict are likely to differentially influence important team outcomes.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Aime, F., Humphrey, S., DeRue, D. S., & Paul, J. B. (2014). The riddle of heterarchy: power transitions in cross-functional teams. Academy of Management Journal, 57(2), 327–352. CrossRef
Anderson, N. R., & West, M. A. (1998). Measuring climate for work group innovation: development and validation of the team climate inventory. Journal of Organizational Behavior, 19(3), 235–258. CrossRef
Bedeian, A. G., & Mossholder, K. W. (2000). On the use of the coefficient of variation as a measure of diversity. Organizational Research Methods, 3, 285–297. CrossRef
Bell, S. T., Villado, A. J., Lukasik, M., Belau, L., & Briggs, A. (2011). Getting specific about demographic diversity variable and team performance relationships: a meta- analysis. Journal of Management, 37, 709–743. CrossRef
Bendersky, C., & Shah, N. P. (2012). The cost of status enhancement: performance effects of individuals’ status mobility in task groups. Organization Science, 23(2), 308–322. CrossRef
Blau, P. M. (1977). Inequality and heterogeneity: a primitive theory of social structure. New York: Free Press.
Bliese, P. D. (2000). Within group agreement, non-independence, and reliability: implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: foundations, extensions, and new directions (pp. 348–381). San Francisco: Jossey-Bass.
Bond, M. H., Leung, K., Au, A., Tong, K. K., & Chemonges-Nielson, Z. (2004). Combining social axioms with values in predicting social behaviours. European Journal of Personality, 18(3), 177–191. CrossRef
Brett, J. M., & Okumura, T. (1998). Inter-and intracultural negotiation: US and Japanese negotiators. Academy of Management Journal, 41(5), 495–510. CrossRef
Byrne, D. (1971). The attraction paradigm. New York: Academic Press.
Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: implications for designing effective work groups. Personnel Psychology, 46(4), 823–847. CrossRef
Campion, M. A., Papper, E. M., & Medsker, G. J. (1996). Relations between work team characteristics and effectiveness: a replication and extension. Personnel Psychology, 49(2), 429–452. CrossRef
Carless, S. A., & De Paola, C. (2000). The measurement of cohesion in work teams. Small Group Research, 31(1), 71–88. CrossRef
Carli, L. L., LaFleur, S. J., & Loeber, C. C. (1995). Nonverbal behavior, gender, and influence. Journal of Personality and Social Psychology, 68, 1030–1041. CrossRef
Chan, D. (1998). Functional relations among constructs in the same context domain at different levels of analysis: a typology of composition models. Journal of Applied Psychology, 83, 234–246. CrossRef
Chidambaram, L., & Bostrom, R. (1997). Group development (I): a review and synthesis of development models. Group Decision and Negotiation, 6(2), 159–187. CrossRef
Choi, J. N., & Sy, T. (2010). Group-level organizational citizenship behavior: effects of demographic faultlines and conflict in small work groups. Journal of Organizational Behavior, 31(7), 1032–1054.
Cole, M. S., Bedeian, A. G., Hirschfeld, R. R., & Vogel, B. (2011). Dispersion-composition models in multilevel research a data-analytic framework. Organizational Research Methods, 14(4), 718–734. CrossRef
De Dreu, C. K. (2006). When too little or too much hurts: evidence for a curvilinear relationship between task conflict and innovation in teams. Journal of Management, 32(1), 83–107. CrossRef
De Dreu, C. K., & Van Vianen, A. E. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior, 22(3), 309–328. CrossRef
De Meuse, K. P., & Hostager, T. J. (2001). Developing an instrument for measuring attitudes toward and perceptions of workplace diversity: an initial report. Human Resource Development Quarterly, 12(1), 33–51. CrossRef
Edmondson, A. C. (2003). Managing the risk of learning: Psychological safety in work teams. In M. West, D. Tjosvold, & K. G. Smith (Eds.), International handbook of organizational teamwork and cooperative working. doi: 10.1002/9780470696712.ch13.
Erez, A., LePine, J. A., & Elms, H. (2002). Effects of rotated leadership and peer evaluation on the functioning and effectiveness of self-managed teams: a quasi-experiment. Personnel Psychology, 55, 929–948. CrossRef
Evan, W. (1965). Conflict and performance in R&D organizations. Industrial Management Review, 7, 37–46.
Feather, N. T. (1995). Values, valences, and choice: the influences of values on the perceived attractiveness and choice of alternatives. Journal of Personality and Social Psychology, 68(6), 1135–1151.
Folger, R. (1987). Reformulating the preconditions of resentment: a referent cognitions model. In J. C. Masters & W. P. Smith (Eds.), Social comparison, justice, and relative deprivation: theoretical, empirical, and policy perspectives (pp. 183–215). Hillsdale: Erlbaum.
Frazier, M. L., & Bowler, W. M. (2015). Voice climate, supervisor undermining, and work outcomes a group-level examination. Journal of Management, 41(3), 841–863. CrossRef
Gersick, C. J. (1988). Time and transition in work teams: toward a new model of group development. Academy of Management Journal, 31(1), 9–41. CrossRef
Greer, L. L., & Jehn, K. A. (2007). The pivotal role of negative affect in understanding the effects of process conflict on group performance. Research on managing groups and teams, 10, 23–45.
Harrison, D. A., Price, K. H., & Bell, M. P. (1998). Beyond relational demography: time and the effects of surface-and deep-level diversity on work group cohesion. Academy of Management Journal, 41(1), 96–107. CrossRef
Harrison, D. A., Price, K. H., Gavin, J. H., & Florey, A. T. (2002). Time, teams, and task performance: changing effects of surface and deep-level diversity on group functioning. Academy of Management Journal, 45(5), 1029–1045. CrossRef
Harrison, D. A., & Klein, K. J. (2007). What’s the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32(4), 1199–1228. CrossRef
Hitlin, S., & Piliavin, J. A. (2004). Values: reviving a dormant concept. Annual Review of Sociology, 359–393.
Hollenbeck, J. R., DeRue, D. S., & Guzzo, R. (2004). Bridging the gap between I/O research and HR practice: improving team composition, team training, and team task design. Human Resource Management, 43(4), 353–366. CrossRef
Jackson, S. E., Brett, J. F., Sessa, V. I., Cooper, D. M., Julin, J. A., & Peyronnin, K. (1991). Some differences make a difference: individual dissimilarity and group heterogeneity as correlates of recruitment, promotions, and turnover. Journal of Applied Psychology, 76, 675–689. CrossRef
Jackson, S. E., & Joshi, A. (2011). Work team diversity. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology (vol. 1, pp. 651–686). Washington, DC: American Psychological Association.
James, L. R. (1982). Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology, 67(2), 219–229.
Jassawalla, A., Sashittal, H., & Sashittal, A. (2009). Students’ perceptions of social loafing: its antecedents and consequences in undergraduate business classroom teams. Academy of Management Learning & Education, 8(1), 42–54. CrossRef
Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 256–282.
Jehn, K. A., Chadwick, C., & Thatcher, S. M. (1997). To agree or not to agree: the effects of value congruence, individual demographic dissimilarity, and conflict on workgroup outcomes. International Journal of Conflict Management, 8(4), 287–305. CrossRef
Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: a longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44, 238–251. CrossRef
Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why differences make a difference: a field study of diversity, conflict and performance in workgroups. Administrative Science Quarterly, 44(4), 741–763. CrossRef
Jehn, K. A., Rispens, S., & Thatcher, S. M. (2012). Managing conflict in groups and teams: conflict about conflict. Looking back, moving forward: a review of group and team-based research (research on managing groups and teams), 15, 133–159.
Joshi, A., & Roh, H. (2009). The role of context in work team diversity research: a meta- analytic review. Academy of Management Journal, 52(3), 599–627. CrossRef
Kacmar, K. M., Bachrach, D. G., Harris, K. J., & Noble, D. (2012). Exploring the role of supervisor trust in the associations between multiple sources of relationship conflict and organizational citizenship behavior. The Leadership Quarterly, 23(1), 43–54. CrossRef
Kanouse, D. E., & Hanson Jr., L. R. (1972). Negativity in evaluations. In E. E. Jones, D. E. Kanouse, H. H. Kelley, R. E. Nisbett, S. Valins, & B. Weiner (Eds.), Attribution: perceiving the causes of behavior (pp. 47–62). Morristown, NJ: General Learning Press.
Kerr, N. L. (1983). Motivation losses in small groups: a social dilemma analysis. Journal of Personality and Social Psychology, 45, 819–828. CrossRef
Kiesler, D. J. (1983). The 1982 interpersonal circle: a taxonomy for complementarity in human transactions. Psychological Review, 90(3), 185–214. CrossRef
Kivimaki, M., & Elovainio, M. (1999). A short version of the team climate inventory: development and psychometric properties. Journal of Occupational and Organizational Psychology, 72(2), 241–246. CrossRef
Klein, K. J., Bliese, P. D., Kozolowski, S. W., Dansereau, F., Gavin, M. B., Griffin, M. A., ... & Bligh, M. C. (2000). Multilevel analytical techniques: Commonalities, differences, and continuing questions. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: foundations, extensions, and new directions (pp. 513–553). San Francisco: Jossey-Bass.
Kozlowski, S. W. J., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: contextual, temporal, and emergent processes. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: foundations, extensions, and new directions (pp. 3–90). San Francisco, CA: Jossey-Bass.
Kristof, A. L. (1996). Person-organization fit: an integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1–49. CrossRef
Leana, C. R., & Pil, F. K. (2006). Social capital and organizational performance: evidence from urban public schools. Organization Science, 17(3), 353–366. CrossRef
LeBreton, J. M., & Senter, J. L. (2008). Answers to 20 questions about interrater reliability and interrater agreement. Organizational Research Methods, 11, 815–852.
Li, J., & Hambrick, D. C. (2005). Factional groups: a new vantage on demographic faultlines, conflict, and disintegration in work teams. Academy of Management Journal, 48(5), 794–813. CrossRef
Lonner, W. J. (1980). The search for psychological universals. Handbook of cross-cultural psychology, 1, 143–204.
Manata, B. (2016). Exploring the association between relationship conflict and group performance. Group Dynamics: Theory, Research, and Practice, 20(2), 93–104.
Manz, C. C., & Sims Jr, H. P. (1987). Leading workers to lead themselves: The external leadership of self-managing work teams. Administrative Science Quarterly, 106–129.
Martínez-Moreno, E., Zornoza, A., González-Navarro, P., & Thompson, L. F. (2012). Investigating face-to-face and virtual teamwork over time: when does early task conflict trigger relationship conflict? Group Dynamics: Theory, Research, and Practice, 16(3), 159–171.
Mathieu, J. E., & Rapp, T. L. (2009). Laying the foundation for successful team performance trajectories: the roles of team charters and performance strategies. Journal of Applied Psychology, 94(1), 90–103.
Mathieu, J. E., & Schulze, W. (2006). The influence of team knowledge and formal plans on episodic team process-performance relationships. Academy of Management Journal, 49(3), 605–619.
Mathieu, J. E., Gilson, L. L., & Ruddy, T. M. (2006). Empowerment and team effectiveness: an empirical test of an integrated model. Journal of applied psychology, 91(1), 97–108.
McGrath, J. E. (1984). Groups: interaction and performance (Vol. 14). Englewood Cliffs, NJ: Prentice-Hall.
Meindl, J. R. (1993). Reinventing leadership: a radical, social psychological approach. Social psychology in organizations: Advances in theory and research, 12, 159–203.
Mohammed, S., & Angell, L. C. (2004). Surface- and deep-level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict. Journal of Organizational Behavior, 25, 1015–1039. CrossRef
Muchinsky, P. M., & Monahan, C. J. (1987). What is person-environment congruence? Supplementary versus complementary models of fit. Journal of Vocational Behavior, 31(3), 268–277. CrossRef
Murphy, S. M., Wayne, S. J., Liden, R. C., & Erdogan, B. (2003). Understanding social loafing: the role of justice perceptions and exchange relationships. Human relations, 56(1), 61–84. CrossRef
Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27, 941–966. CrossRef
O’Neill, T. A., Allen, N. J., & Hastings, S. E. (2013). Examining the “pros” and “cons” of team conflict: a team-level meta-analysis of task, relationship, and process conflict. Human Performance, 26(3), 236–260. CrossRef
Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. (1999). Exploring the black box: an analysis of work group diversity, conflict and performance. Administrative Science Quarterly, 44(1), 1–28. CrossRef
Peltokorpi, V., & Hasu, M. (2014). How participative safety matters more in team innovation as team size increases. Journal of Business and Psychology, 29(1), 37–45. CrossRef
Pirola-Merlo, A., Härtel, C., Mann, L., & Hirst, G. (2002). How leaders influence the impact of affective events on team climate and performance in R&D teams. The Leadership Quarterly, 13(5), 561–581. CrossRef
Preacher, K. J., Zyphur, M. J., & Zhang, Z. (2010). A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 15(3), 209–233.
Rapp, T. L., & Mathieu, J. E. (2007). Evaluating an individually self-administered generic teamwork skills training program across time and levels. Small Group Research, 38(4), 532–555.
Raub, S., & Robert, C. (2010). Differential effects of empowering leadership on in-role and extra-role employee behaviors: exploring the role of psychological empowerment and power values. Human Relations, 63(11), 1743–1770. CrossRef
Ren, H., & Gray, B. (2009). Repairing relationship conflict: how violation types and culture influence the effectiveness of restoration rituals. Academy of Management Review, 34(1), 105–126. CrossRef
Rohan, M. J. (2000). A rose by any name? The values construct. Personality and Social Psychology Review, 4(3), 255–277. CrossRef
Rokeach, M. (1973). The nature of human values. New York: Free Press.
Salas, E., Burke, C. S., & Fowlkes, J. E. (2006). Measuring team performance ‘in the wild’: Challenges and tips. Performance measurement: Current perspectives and future challenges, 245–272.
Salas, E., Priest, H. A., Stagl, K. C., Sims, D. E., & Burke, C. S. (2007). Work teams in organizations: a historical reflection and lessons learned. Historical perspectives in industrial and organizational psychology, 407–438.
Schwartz, S. H. (1992). Universals in the content and structure of values: theoretical advances and empirical tests in 20 countries. In M. P. Zanna (Ed.), Advances in experimental social psychology (Vol. 25, pp. 1–65). New York: Academic Press.
Schwartz, S. H. (1994). Are there universal aspects in the structure and contents of human values? Journal of Social Issues, 50(4), 19–45. CrossRef
Schwartz, S. H. (1996). Value priorities and behavior: applying of theory of integrated value systems. In C. Seligman, J. M. Olson, & M. P. Zanna (Eds.), The psychology of values: the Ontario symposium (Vol. 8, pp. 1–24). Hillsdale, NJ: Erlbaum.
Schwartz, S. H. (2003). A proposal for measuring value orientations across nations. Questionnaire Package of the European Social Survey, 259–290.
Schwartz, S. H. (2006). A theory of cultural value orientations: explication and applications. Comparative Sociology, 5(2), 137–182. CrossRef
Schwartz, S. H. (2007). Value orientations: Measurement, antecedents and consequences across nations. Measuring attitudes cross-nationally: Lessons from the European Social Survey, 161–193.
Schwartz, S. H. (2009). Basic values: how they motivate and inhibit prosocial behavior. In M. Mikulincer & P. R. Shaver (Eds.), Prosocial motives, emotions, and behavior: the better angels of our nature (pp. 221–241). Washington, DC: American Psychological Association.
Schwartz, S. H. (2010). Basic values: how they motivate and inhibit prosocial behavior. Prosocial motives, emotions, and behavior: The better angels of our nature, 14, 221–241. CrossRef
Schwartz, S. H. (2012). An Overview of the Schwartz Theory of Basic Values. Online Readings in Psychology and Culture, 2 (1). doi: 10.9707/2307-0919.1116.
Schwartz, S. H., Caprara, G. V., & Vecchione, M. (2010). Basic personal values, core political values, and voting: a longitudinal analysis. Political Psychology, 31(3), 421–452. CrossRef
Selig, J. P., & Preacher, K. J. (2008). Monte Carlo method for assessing mediation: An interactive tool for creating confidence intervals for indirect effects [Computer software].
Shea, G. P., & Guzzo, R. A. (1987). Groups as human resources. Research in Personnel and Human Resources Management, 5, 323–356.
Simsek, Z., Heavey, C., & Veiga, J. J. F. (2010). The impact of CEO core self-evaluation on the firm’s entrepreneurial orientation. Strategic Management Journal, 31(1), 110–119.
Somech, A. (2006). The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams. Journal of Management, 32(1), 132–157. CrossRef
Stahl, G. K., Maznevski, M. L., Voigt, A., & Jonsen, K. (2010). Unraveling the effects of cultural diversity in teams: a meta-analysis of research on multicultural work groups. Journal of International Business Studies, 41(4), 690–709. CrossRef
Tannenbaum, S. I., Mathieu, J. E., Salas, E., & Cohen, D. (2012). Teams are changing: are research and practice evolving fast enough? Industrial and Organizational Psychology, 5(1), 2–24. CrossRef
Tett, R. P., Jackson, D. N., Rothstein, M., & Reddon, J. R. (1999). Meta-analysis of bidirectional relations in personality-job performance research. Human Performance, 12(1), 1–29. CrossRef
Van Dijk, H., van Engen, M. L., & van Knippenberg, D. (2012). Defying conventional wisdom: a meta-analytical examination of the differences between demographic and job-related diversity relationships with performance. Organizational Behavior and Human Decision Processes, 119(1), 38–53. CrossRef
Van Knippenberg, D., & Haslam, S. A. (2003). Realizing the diversity dividend: exploring the subtle interplay between identity, ideology, and reality. In S. A. Haslam, D. van Knippenberg, M. J. Platow, & N. Ellemers (Eds.), Social identity at work: developing theory for organizational practice (pp. 61–77). New York: Psychology Press.
Wageman, R. (2001). The meaning of interdependence. In M. E. Turner (Ed.), Groups at work: theory and research (pp. 197–217). Mahwah: Erlbaum.
Wang, P., Rode, J. C., Shi, K., Luo, Z., & Chen, W. (2013). A workgroup climate perspective on the relationships among transformational leadership, workgroup diversity, and employee creativity. Group & Organization Management, 38(3), 334–360.
West, M. A. (1990). The social psychology of innovation in groups. In M. A. West & J. L. Farr (Eds.), Innovation and creativity at work: psychological and organizational strategies (pp. 309–333). Chichester: Wiley.
Wheelan, S. A. (2009). Group size, group development, and group productivity. Small Group Research, 40(2), 247–262.
Wildman, J. L., Thayer, A. L., Rosen, M. A., Salas, E., Mathieu, J. E., & Rayne, S. R. (2012). Task types and team-level attributes: synthesis of team classification literature. Human Resource Development Review, 11(1), 97–129.
Woehr, D. J., Arciniega, L. M., & Poling, T. L. (2013). Exploring the effects of value diversity on team effectiveness. Journal of Business and Psychology, 28, 107–121. CrossRef
Woehr, D. J., Loignon, A. C., Schmidt, P. B., Loughry, M. L., & Ohland, M. W. (2015). Justifying aggregation with consensus-based constructs a review and examination of cutoff values for common aggregation indices. Organizational Research Methods, 18(4), 704–737. CrossRef
- Differences in the Valuing of Power Among Team Members: a Contingency Approach Toward Examining the Effects of Power Values Diversity and Relationship Conflict
Kent K. Alipour
- Springer US
Neuer Inhalt/© Stellmach, Neuer Inhalt/© BBL, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, Neuer Inhalt/© hww, Best Practices zu agiler Qualität