Access the full text.
Sign up today, get DeepDyve free for 14 days.
D. Gladstein (1984)
Groups in context: A model of task group effectiveness.Administrative Science Quarterly, 29
R. Baron (1990)
Countering the effects of destructive criticism: The relative efficacy of four interventions.Journal of Applied Psychology, 75
S. Sackmann (1992)
Culture and Subcultures: An Analysis of Organizational KnowledgeAdministrative Science Quarterly, 37
Elizabeth Ravlin, B. Meglino (1987)
Effect of values on perception and decision making: A study of alternative work values measures.Journal of Applied Psychology, 72
R. Cosier, Gerald Rose (1977)
Cognitive conflict and goal conflict effects on task performanceOrganizational Behavior and Human Performance, 19
D. Schweiger, William Sandberg, Paula Rechner (1989)
Experiential Effects of Dialectical Inquiry, Devil's Advocacy and Consensus Approaches to Strategic Decision MakingAcademy of Management Journal, 32
H. Guetzkow, J. Gyr (1954)
An Analysis of Conflict in Decision-Making GroupsHuman Relations, 7
Charles Schwenk, R. Cosier (1993)
Effects of Consensus and Devill's Advocacy On Strategic Decision‐MakingJournal of Applied Social Psychology, 23
K. Eisenhardt, L. Bourgeois (1988)
Politics of Strategic Decision Making in High-Velocity Environments: Toward a Midrange TheoryAcademy of Management Journal, 31
D. Bem, D. Funder (1978)
Predicting more of the people more of the time: Assessing the personality of situations.Psychological Review, 85
B. Tuckman (1965)
DEVELOPMENTAL SEQUENCE IN SMALL GROUPS.Psychological bulletin, 63
D. Kenny, L. Voie (1985)
Separating individual and group effectsJournal of Personality and Social Psychology, 48
P. Shah, K. Jehn (1993)
Do friends perform better than acquaintances? the interaction of friendship, conflict, and taskGroup Decision and Negotiation, 2
K. Eisenhardt, C. Schoonhoven (1990)
Organizational Growth: Linking Founding Team, Strategy, Environment, and Growth among U.S. Semiconductor Ventures, 1978-1988.Administrative Science Quarterly, 35
Jennifer Chatman (1989)
Matching People and Organizations: Selection and Socialization in Public Accounting Firms, 1989
K. Gregory (1983)
Native-view paradigms: Multiple cultures and culture conflicts in organizations.Administrative Science Quarterly, 28
D. Denison (1984)
Bringing corporate culture to the bottom line.Organizational dynamics, 13 2
Theodore Kunin (1955)
The Construction of a New Type of Attitude MeasurePersonnel Psychology, 8
R. Baron, D. Kenny (1986)
The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations.Journal of personality and social psychology, 51 6
M. Rahim (1983)
Measurement of Organizational ConflictJournal of General Psychology, 109
M. Deutsch (1969)
Conflicts: Productive and Destructive*Journal of Social Issues, 25
B. Kemelgor (1982)
Job satisfaction as mediated by the value congruity of supervisors and their subordinates.Journal of Organizational Behavior, 3
D. Tjosvold, V. Dann, Choy Wong (1992)
Managing Conflict Between Departments to Serve CustomersHuman Relations, 45
C. Nemeth, Barry Staw (1989)
The Tradeoffs of Social Control and Innovation in Groups and OrganizationsAdvances in Experimental Social Psychology, 22
D. Tjosvold (1991)
Rights and responsibilities of dissent: Cooperative conflictEmployee Responsibilities and Rights Journal, 4
C. O'Reilly (1989)
Corporations, Culture, and Commitment: Motivation and Social Control in OrganizationsCalifornia Management Review, 31
B. Schneider (1981)
An Interactionist Perspective on Organizational Effectiveness.
M. Turner, A. Pratkanis, Preston Probasco, C. Leve (1992)
Threat, Cohesion, and Group Effectiveness: Testing a Social Identity Maintenance Perspective on GroupthinkJournal of Personality and Social Psychology, 63
I. Mitroff, V. Barabba, R. Kilmann (1977)
The Application of Behavioral and Philosophical Technologies to Strategic Planning: A Case Study of a Large Federal AgencyManagement Science, 24
B. Kabanoff (1991)
Equity, Equality, Power, and ConflictAcademy of Management Review, 16
C. Enz (1988)
The Role of Value Congruity in Intraorganizational PowerAdministrative Science Quarterly, 33
This study investigates the benefits and detriments of emotional and taskrelated conflict in work groups. Group value consensus GVC, or the extent to which group members share values, and group value fit GVF, or the degree to which the culture of the group matches the ideal culture envisioned by external parties with control over the group, are hypothesized to decrease conflict. In examining 88 workgroups performing comparable organizational tasks, it was found that groups with low levels of value similarity among members and between the group and governing superiors had higher levels of conflict than groups with high levels of value similarity. As hypothesized, emotional conflict was negatively associated with group performance and satisfaction, while task conflict was positively associated with group performance. The implications of these results for conflict management and group effectiveness are discussed.
International Journal of Conflict Management – Emerald Publishing
Published: Mar 1, 1994
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.