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Task conflict, relationship conflict and agreement‐seeking behavior in Chinese top management teams

Task conflict, relationship conflict and agreement‐seeking behavior in Chinese top management teams Purpose – This paper aims to investigate the effects task conflict has on agreement seeking behavior and interpersonal conflict. In addition, it seeks to examine the moderating role of trust on the effects of agreement seeking behavior and interpersonal conflict on the styles of handing conflict, namely, avoidance, collaboration, and third party intervention. Design/methodology/approach – Using a structured survey instrument, this paper gathered data from 252 senior executives from Mainland China and analyzed these using the regression technique to see how interpersonal trust between executives moderates the relationship between conflict and conflict response mechanisms. The study also investigates the relationship between task and relationship conflict as well as agreement‐seeking behavior among Chinese executives in Mainland China. Findings – Results show that the presence of interpersonal trust among executives affects the conflict responses for the benefit of organization. The results show that task conflict in top management teams is positively related to relationship conflict and negatively related to agreement‐seeking behavior. The data support the view that intra‐group trust moderates the relationship between agreement‐seeking behavior and collaborating responses such that high‐trust groups will have greater collaboration than low‐trusting teams. Results also support that intra‐group trust moderates the relationship between agreement‐seeking behavior and third party responses such that high‐trust groups will have greater third‐party responses than low‐trusting teams. Research limitations/implications – Self‐report measures may have some inherent social desirability bias. Despite this potential weakness, this study examines Chinese executives and therefore provides insights into top management team literature. Practical implications – This study contributes to both practicing managers as well as to strategic management literature. This study suggests that administrators need to focus on interpersonal trust while dealing with the outcomes of task and relationship conflict. Originality/value – Although the study is related to Chinese executives, the findings from the study, that task conflict has its affect on interpersonal conflict and agreement‐seeking behavior, contribute to the strategic decision making literature. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Conflict Management Emerald Publishing

Task conflict, relationship conflict and agreement‐seeking behavior in Chinese top management teams

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References (93)

Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1044-4068
DOI
10.1108/10444061011016641
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to investigate the effects task conflict has on agreement seeking behavior and interpersonal conflict. In addition, it seeks to examine the moderating role of trust on the effects of agreement seeking behavior and interpersonal conflict on the styles of handing conflict, namely, avoidance, collaboration, and third party intervention. Design/methodology/approach – Using a structured survey instrument, this paper gathered data from 252 senior executives from Mainland China and analyzed these using the regression technique to see how interpersonal trust between executives moderates the relationship between conflict and conflict response mechanisms. The study also investigates the relationship between task and relationship conflict as well as agreement‐seeking behavior among Chinese executives in Mainland China. Findings – Results show that the presence of interpersonal trust among executives affects the conflict responses for the benefit of organization. The results show that task conflict in top management teams is positively related to relationship conflict and negatively related to agreement‐seeking behavior. The data support the view that intra‐group trust moderates the relationship between agreement‐seeking behavior and collaborating responses such that high‐trust groups will have greater collaboration than low‐trusting teams. Results also support that intra‐group trust moderates the relationship between agreement‐seeking behavior and third party responses such that high‐trust groups will have greater third‐party responses than low‐trusting teams. Research limitations/implications – Self‐report measures may have some inherent social desirability bias. Despite this potential weakness, this study examines Chinese executives and therefore provides insights into top management team literature. Practical implications – This study contributes to both practicing managers as well as to strategic management literature. This study suggests that administrators need to focus on interpersonal trust while dealing with the outcomes of task and relationship conflict. Originality/value – Although the study is related to Chinese executives, the findings from the study, that task conflict has its affect on interpersonal conflict and agreement‐seeking behavior, contribute to the strategic decision making literature.

Journal

International Journal of Conflict Management – Emerald Publishing

Published: Feb 16, 2010

Keywords: Conflict; Conflict management; Conflict resolution; Behavior; Senior management; China

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