Description
Group conflict, or hostilities between different groups, is a pervasive feature common to all levels of social organization.
Impact of Intra-Group Conflict on Group Performance
The Case of Mobile Telecom Sector of Pakistan
Introduction:
Conflict is unavoidable in the working environment because of expanding rivalry around business conglomerations. This conflict might be useful or broken. The goal useful conflict gathering backing and enhance the exhibition of the aggregation. Assuming that there are utilitarian conflict in the assembly, the gathering part must admiration one another. The broken conflict expedites the decay, has s negative effect on gathering exhibition. It makes troubles in correspondence, sever the relationship, and lessen the viability of individuals because of anxiety and fidgetiness. To have an intense playing point and to stretch the business by receiving conglomerations expense lessening procedure concentrates on workstation based undertakings. It is very clear for numerous decades soon after that cooperation prompts effectiveness, work quality, proficiency, imagination and accomplishment of objectives in time. Individuals work in the manifestation of a gathering and every individual joins his own particular experience and information to accomplish particular goals so it is difficult to maintain a strategic distance from conflictes between gathering parts. Research has demonstrated that this sort of conflict might be certain and in addition having the possibility to lessen the nature of cooperation and the fulfillment level likewise. .
Provided that the business is deteriorating, representatives invest more time in strain and likewise concentrating on your destiny. The point when representatives work in strain will reduction exhibition. The exhibition of the single and the gathering are more essential to attain the objective of the conglomeration. To accomplish the center capabilities required the aggregation's exhibition will be high. The aggregation exhibition is straightforwardly identified with the exhibition of the conglomeration. As per Robbins (2004) School's out there considering (universal perspective, given the relationship and interactional view) of the conflict. The customary perspective says that conflict is useless conclusion coming about because of unfortunate correspondence, absence of trust and openness between individuals. Consistent with this school of thought in all conflictes are unsafe and influenced the gathering's exhibition. The conventional perspective of conflict throughout 1930-1940.the existing Relationship perspective says that conflict is characteristic and unavoidable, it turns out. Some gathering exhibition time will build because of the conflict. Consistent with this school of considered, exceptional peace promotion does not kill all conflictes, uphold a target level of conflict and the determination of a technique to diminish conflictes to operate conflict when exasperates operation. This perspective overwhelmed conflict hypothesis from late 1940 to mid-1970. The integrationist perspective accepts that conflict is a positive drive in an aggregation, as well as completely vital for a gathering to perform affectively. The point when individuals work in the conglomeration of the conflict must gather is an unavoidable truth. A regular conflict that happens around the parts of a group or bunch hypothesis are united in a normal objective or goal is reputed to be intra-bunch conflictes.
Harold and John (1954) presented the two extents of intra-aggregation conflict. These extents are for conjugal conflict and assignment conflict. Conflict relationship is disagrement indiviual taste, qualities and gauges, and so on coflict Realtionship happened because of abhorrence, irritaaion and bafflement. Common conflict is identified with representative disappointment (De Dreu & Van Vianen, 2001) and performnace bunch (Jehn, 1997). The effects of conjugal conflict may be the nature of work, high stress levels level and behavioral inclusion may have the proposition to leave the occupation. The relationship conflict diminished the consideration of the parts of the assembly, and also decrease their abality think postively. Conflict of errands is diferances difference in plans, ideas and perspectives. Flat level of conflict undertaking accelerates gainful choice increasded benefit. Numerous scientists contend that the level of errand conflict builds fulfillment with the gathering and the craving to stay in the assembly (Amson, 1996, Hoffman and Maire, 1961). The point when the level of errand conflict might build relationship conflict creat in light of the fact that undertaking conflict and relationship conflict are connected.
Research Objectives:
• • To identify relationship between task conflict and group performance. To identify relationship between relationship conflict and group performance.
Research Questions:
• How group performance is affected due to task conflict?
•
How group performance is affected due to relationship conflict?
Significance:
Today Telecom segment is moving towards co-optation as opposed to rivalry. The purpose for is that conglomerations are moving towards progressed mechanical levels to diminish fetches and give more progressed versatile administrations so they can lure more clients. With a specific end goal to enhance the exhibition of conglomerations concentrate on augmenting the fulfillment level of clients, so clients could be held in the enduring. Drives that are furnished straightforwardly to clients dependably accompany predefined methods so dependably unavoidable to keep away from conflictes between parts of the gathering regarding current working practices. These conflictes are bothered with the entry of time and dependably make revolution by the different parts and increment the level of thwarted expectation. The effects identified with the explanation for these conflictes are the expectation to leave the conglomeration, work stress and lessened nature of work. Conflict of errands often happened and because of the high power that accelerates relationship conflict. Administration cooperation is urgent to resolution the conflict at this level. This exploration will furnish an aide to administration how conflicts could be determined so as to attain quality work, wiping out the negative parts of the conflict.
Literature Review
In life and group motion of one of the highlights of the conflict that was for all intents and purpose characteristic and was available in key choice making, between the gathering and intrabunch relations. In right on time scholars stress the negative parts of the conflictes that were broken. Consequently numerous creators have sharp out (and Vliert Dreu, 1997; Pondy, 1967) conflict is a marvel that can have both gainful and broken people, aggregations and conglomerations. All the more as of late, analysts have estimated that the conflict was gainful in a few circumstances (Tjosvold, 1991; Vliert and Dreu, 1994). In the event that the conflict is valuable relies on upon the sort of conflict and the structure of the gathering regarding sort of undertaking, assignment association, and bunch standards (Jehn & Elizabeth, 2001). The two sorts as per the conflictes in the gathering that assignment conflict and relationship conflict (Jehn, 1994). These two parts of intra-aggregation conflict had diverse organizational and particular outcomes. Few conflictes frequently seen as inconvenient to group adequacy. Numerous scholars examined the relationship between these sorts of conflict and different results, for example fulfillment voltage, effectiveness and exhibition (Dreu and Vianen, 2001). The consolidation of high assignment and relationship conflict was useless because of conjugal conflict produces bigotry. Abnormal amount of assignment conflict expedites relationship conflict (Jehn, 1995). It was discovered that the inclination to leave current job increments when both sorts of conflict were available at elevated amounts and diminishes when the high work debate was joined with a level proportion of conflict. In this scenario, errand conflict had utilitarian impacts when flat levels of relationship conflict, however it has a tendency to be broken with expanding the proportion of conflict (Francisco J. Medina, et. Al 2005).
Relationship conflict assention when individuals abhor and doubt one another ( (jehn, 1995) and had solid negative feelings, for example bafflement, outrage, aggravation and hatred around themselves (Simons & Peterson, 2000). Relationship conflict was a conflict meso mutilating relationships, standards, values and welfare for the gathering (Paletz, Schunn, and Kim, 2011) because of conjugal conflict was identified with both organizational duty and fulfillment (Mills & Schulz, 2009). group exhibition and part fulfillment were at danger when given relationship issues in the gathering. The point when the proportion of conflict as expanded penchant to leave the employment. Relationship conflict is adversely connected with representatives' true responses, for example atmosphere and fulfillment and diminishes group viability (Jehn, 1997). Afzal Khan and Ali (2009) contend that the relationship issues hade negative effect on gathering exhibition. Operation and gear effectiveness diminished because of conjugal conflict (Bond et al, 2002;. Dreu and Vianen, 2001). In the event that the aggregations do crudely confront the conflict from the early stages and relationship conflict was dependably high on the grounds that their exhibition abatements (Jehn and Mannix, 1994). As per the past discourse we speculated that H1: Relationship conflict is contrarily identified with the Group's advancement. Errand conflict was a contradiction around parts of the assembly or people on the substance of their choices, and includes distinctions in perspectives, thoughts and presumptions (Jehn 1995). Abnormal amount of undertaking conflict performance diminishes if the conflict was flat level undertaking can create better plans and expanded exhibition. Assignment conflict was absolutely connected with advancement and nature of plans, successful acknowledgement of assembly choices, expanding productive open deliberation and averting groupthink (Turner and Pratkanis, 1994). Dreu (2006) proposed that direct levels of errand conflict were essentially and
decidedly identified with advancement in work groups. Numerous studies have likewise discovered contrary impacts of errand conflict on gathering individuals. Conflict The errand was treated as micro conflict that has a tendency to make the meso conflict is ruinous. Micro determining conflictes relies on upon the length of time of the conflict. High Conflict assignment diminishes fulfillment (Jehn and Mannix, 2001) and expansions the levels of anxiety (Friedman et al, 2000). The specialist contends that some group exhibition diminishes as time goes on because of errand conflict on allies (Khan and Rehman Afzal, 2009). Dreu and Weingart (2003) additionally contend that there was an in number negative relationship between assignment conflict and group exhibition. The elevated amount of undertaking conflict lessens the fulfillment of representatives (jehn, 1995). Consistent with the past exchange we guessed that H2: Task conflict was fundamentally connected with the Group's advancement.
Theoretical Model:
I.V
Intra-Group conflict
Relationship conflict
H1
D.V
Group Performance
H2
Task Conflict
References:
Afzal, H., Khan, M. A., & Ali, I. (2009). Linkage between Employee’s Performance and Relationship Conflict in Banking Scenario. International Journal of Business and Management , 4 (7). Bono, J. E., Boles, T. L., Judge, T. A., & Lauver, K. J. (2002.). The Role of Personality in Task and Relationship Conflict. Journal of Personality . Cur?eu, P. L. (2011). Intra-Group Conflict and Teamwork Quality: The Moderating Role of Leadership Styles. administrative sciences , 1, 3-13. 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). De Dreu, C. K., & Van Vainen, A. E. (2001). Managing relationship conflict and the effectiveness of organizational teams. Joumal of Organizational Behavior , 11, 309-328. De Dreu, C. K., & Weingart, L. R. (2003). Task Versus Relationship Conflict, Team Performance,and Team Member Satisfaction: A Meta-Analysis. Journal of Applied Psychology , 88 (4), 741–749. Friedman, R.A. (2000), “What goes around comes around: the impact of personal conflict styles on work conflict and stress”, International Journal of Conflict Management, Vol. 11, pp. 32-55. Harold, G., & John, G. (1954). An analysis of conflict in decision-making groups. (Vol. 7).
Jehn, K.A. (1994), “Enhancing effectiveness: an investigation of advantages and disadvantages of value-based intra-group conflict”, International Journal of Conflict Management, Vol. 5, pp. 223-382. Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly , 40, 256-282. Jehn, K. A. (1997). A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups. Administrative Science Quarterly , 42 (3), 530-557. Jehn, K.A. and Mannix, E. (2001), “The dynamic nature of conflict: a longitudinal study of intra-group conflict and group performance”, Academy of Management Journal, Vol. 44,pp. 238-51. Khan, M. A., Afzal, H., & Rehman, K. u. (2009). Impact of Task Conflict on Employee’s Performance of Financial Institutions. European Journal of Scientific Research , 27 (4), 479487. Mills, H., & Schulz, J. (2009). Exploring the Relationship between Task Conflict, Relationship Conflict, Organizational Commitment. Sport Management international journal , 5 (1), 5-18. Paletz, S. B., Schunn, C. D., & Kim, K. H. (2011). Intragroup Conflict Under the Microscope:Micro-Conflicts in Naturalistic Team Discussions. Negotiation and Conflict Management Research , 4 (4), 314–351. Pondy, L. (1967), “Organizational conflict: concepts and models”, Administrative Science Quarterly, Vol.17, pp. 296-320.
Simons, T. L., & Peterson, R. S. (2000). Task Conflict and Relationship Conflict in Top Management Teams:The Pivotal Role of Intragroup Trust. Journal of Applied Psychology , 85 (1), 102-111. Tsai, J.C. (2000), “What goes around comes around: the impact of personal conflict styles on work conflict and stress”, International Journal of Conflict Management, Vol. 11, pp. 32-55. Turner, M.E. and Pratkanis, A. (1994), “Social identity maintenance prescriptions for preventing groupthink: reducing identity protection and enhancing intellectual conflict”, International Journal of Conflict Management, Vol. 5, pp. 254-70. Van de Vliert, E. and De Dreu, C. (1994), “Optimizing performance by conflict stimulation”, The International Journal of Conflict Management, Vol. 5, pp. 211-22. Yang, J., & Mossholder, K. W. (2004). Decoupling Task and Relationship Conflict: The Role of Intragroup Emotional Processing. Journal of Organizational Behavior , 25 (5), 589-605.
doc_639909197.doc
Group conflict, or hostilities between different groups, is a pervasive feature common to all levels of social organization.
Impact of Intra-Group Conflict on Group Performance
The Case of Mobile Telecom Sector of Pakistan
Introduction:
Conflict is unavoidable in the working environment because of expanding rivalry around business conglomerations. This conflict might be useful or broken. The goal useful conflict gathering backing and enhance the exhibition of the aggregation. Assuming that there are utilitarian conflict in the assembly, the gathering part must admiration one another. The broken conflict expedites the decay, has s negative effect on gathering exhibition. It makes troubles in correspondence, sever the relationship, and lessen the viability of individuals because of anxiety and fidgetiness. To have an intense playing point and to stretch the business by receiving conglomerations expense lessening procedure concentrates on workstation based undertakings. It is very clear for numerous decades soon after that cooperation prompts effectiveness, work quality, proficiency, imagination and accomplishment of objectives in time. Individuals work in the manifestation of a gathering and every individual joins his own particular experience and information to accomplish particular goals so it is difficult to maintain a strategic distance from conflictes between gathering parts. Research has demonstrated that this sort of conflict might be certain and in addition having the possibility to lessen the nature of cooperation and the fulfillment level likewise. .
Provided that the business is deteriorating, representatives invest more time in strain and likewise concentrating on your destiny. The point when representatives work in strain will reduction exhibition. The exhibition of the single and the gathering are more essential to attain the objective of the conglomeration. To accomplish the center capabilities required the aggregation's exhibition will be high. The aggregation exhibition is straightforwardly identified with the exhibition of the conglomeration. As per Robbins (2004) School's out there considering (universal perspective, given the relationship and interactional view) of the conflict. The customary perspective says that conflict is useless conclusion coming about because of unfortunate correspondence, absence of trust and openness between individuals. Consistent with this school of thought in all conflictes are unsafe and influenced the gathering's exhibition. The conventional perspective of conflict throughout 1930-1940.the existing Relationship perspective says that conflict is characteristic and unavoidable, it turns out. Some gathering exhibition time will build because of the conflict. Consistent with this school of considered, exceptional peace promotion does not kill all conflictes, uphold a target level of conflict and the determination of a technique to diminish conflictes to operate conflict when exasperates operation. This perspective overwhelmed conflict hypothesis from late 1940 to mid-1970. The integrationist perspective accepts that conflict is a positive drive in an aggregation, as well as completely vital for a gathering to perform affectively. The point when individuals work in the conglomeration of the conflict must gather is an unavoidable truth. A regular conflict that happens around the parts of a group or bunch hypothesis are united in a normal objective or goal is reputed to be intra-bunch conflictes.
Harold and John (1954) presented the two extents of intra-aggregation conflict. These extents are for conjugal conflict and assignment conflict. Conflict relationship is disagrement indiviual taste, qualities and gauges, and so on coflict Realtionship happened because of abhorrence, irritaaion and bafflement. Common conflict is identified with representative disappointment (De Dreu & Van Vianen, 2001) and performnace bunch (Jehn, 1997). The effects of conjugal conflict may be the nature of work, high stress levels level and behavioral inclusion may have the proposition to leave the occupation. The relationship conflict diminished the consideration of the parts of the assembly, and also decrease their abality think postively. Conflict of errands is diferances difference in plans, ideas and perspectives. Flat level of conflict undertaking accelerates gainful choice increasded benefit. Numerous scientists contend that the level of errand conflict builds fulfillment with the gathering and the craving to stay in the assembly (Amson, 1996, Hoffman and Maire, 1961). The point when the level of errand conflict might build relationship conflict creat in light of the fact that undertaking conflict and relationship conflict are connected.
Research Objectives:
• • To identify relationship between task conflict and group performance. To identify relationship between relationship conflict and group performance.
Research Questions:
• How group performance is affected due to task conflict?
•
How group performance is affected due to relationship conflict?
Significance:
Today Telecom segment is moving towards co-optation as opposed to rivalry. The purpose for is that conglomerations are moving towards progressed mechanical levels to diminish fetches and give more progressed versatile administrations so they can lure more clients. With a specific end goal to enhance the exhibition of conglomerations concentrate on augmenting the fulfillment level of clients, so clients could be held in the enduring. Drives that are furnished straightforwardly to clients dependably accompany predefined methods so dependably unavoidable to keep away from conflictes between parts of the gathering regarding current working practices. These conflictes are bothered with the entry of time and dependably make revolution by the different parts and increment the level of thwarted expectation. The effects identified with the explanation for these conflictes are the expectation to leave the conglomeration, work stress and lessened nature of work. Conflict of errands often happened and because of the high power that accelerates relationship conflict. Administration cooperation is urgent to resolution the conflict at this level. This exploration will furnish an aide to administration how conflicts could be determined so as to attain quality work, wiping out the negative parts of the conflict.
Literature Review
In life and group motion of one of the highlights of the conflict that was for all intents and purpose characteristic and was available in key choice making, between the gathering and intrabunch relations. In right on time scholars stress the negative parts of the conflictes that were broken. Consequently numerous creators have sharp out (and Vliert Dreu, 1997; Pondy, 1967) conflict is a marvel that can have both gainful and broken people, aggregations and conglomerations. All the more as of late, analysts have estimated that the conflict was gainful in a few circumstances (Tjosvold, 1991; Vliert and Dreu, 1994). In the event that the conflict is valuable relies on upon the sort of conflict and the structure of the gathering regarding sort of undertaking, assignment association, and bunch standards (Jehn & Elizabeth, 2001). The two sorts as per the conflictes in the gathering that assignment conflict and relationship conflict (Jehn, 1994). These two parts of intra-aggregation conflict had diverse organizational and particular outcomes. Few conflictes frequently seen as inconvenient to group adequacy. Numerous scholars examined the relationship between these sorts of conflict and different results, for example fulfillment voltage, effectiveness and exhibition (Dreu and Vianen, 2001). The consolidation of high assignment and relationship conflict was useless because of conjugal conflict produces bigotry. Abnormal amount of assignment conflict expedites relationship conflict (Jehn, 1995). It was discovered that the inclination to leave current job increments when both sorts of conflict were available at elevated amounts and diminishes when the high work debate was joined with a level proportion of conflict. In this scenario, errand conflict had utilitarian impacts when flat levels of relationship conflict, however it has a tendency to be broken with expanding the proportion of conflict (Francisco J. Medina, et. Al 2005).
Relationship conflict assention when individuals abhor and doubt one another ( (jehn, 1995) and had solid negative feelings, for example bafflement, outrage, aggravation and hatred around themselves (Simons & Peterson, 2000). Relationship conflict was a conflict meso mutilating relationships, standards, values and welfare for the gathering (Paletz, Schunn, and Kim, 2011) because of conjugal conflict was identified with both organizational duty and fulfillment (Mills & Schulz, 2009). group exhibition and part fulfillment were at danger when given relationship issues in the gathering. The point when the proportion of conflict as expanded penchant to leave the employment. Relationship conflict is adversely connected with representatives' true responses, for example atmosphere and fulfillment and diminishes group viability (Jehn, 1997). Afzal Khan and Ali (2009) contend that the relationship issues hade negative effect on gathering exhibition. Operation and gear effectiveness diminished because of conjugal conflict (Bond et al, 2002;. Dreu and Vianen, 2001). In the event that the aggregations do crudely confront the conflict from the early stages and relationship conflict was dependably high on the grounds that their exhibition abatements (Jehn and Mannix, 1994). As per the past discourse we speculated that H1: Relationship conflict is contrarily identified with the Group's advancement. Errand conflict was a contradiction around parts of the assembly or people on the substance of their choices, and includes distinctions in perspectives, thoughts and presumptions (Jehn 1995). Abnormal amount of undertaking conflict performance diminishes if the conflict was flat level undertaking can create better plans and expanded exhibition. Assignment conflict was absolutely connected with advancement and nature of plans, successful acknowledgement of assembly choices, expanding productive open deliberation and averting groupthink (Turner and Pratkanis, 1994). Dreu (2006) proposed that direct levels of errand conflict were essentially and
decidedly identified with advancement in work groups. Numerous studies have likewise discovered contrary impacts of errand conflict on gathering individuals. Conflict The errand was treated as micro conflict that has a tendency to make the meso conflict is ruinous. Micro determining conflictes relies on upon the length of time of the conflict. High Conflict assignment diminishes fulfillment (Jehn and Mannix, 2001) and expansions the levels of anxiety (Friedman et al, 2000). The specialist contends that some group exhibition diminishes as time goes on because of errand conflict on allies (Khan and Rehman Afzal, 2009). Dreu and Weingart (2003) additionally contend that there was an in number negative relationship between assignment conflict and group exhibition. The elevated amount of undertaking conflict lessens the fulfillment of representatives (jehn, 1995). Consistent with the past exchange we guessed that H2: Task conflict was fundamentally connected with the Group's advancement.
Theoretical Model:
I.V
Intra-Group conflict
Relationship conflict
H1
D.V
Group Performance
H2
Task Conflict
References:
Afzal, H., Khan, M. A., & Ali, I. (2009). Linkage between Employee’s Performance and Relationship Conflict in Banking Scenario. International Journal of Business and Management , 4 (7). Bono, J. E., Boles, T. L., Judge, T. A., & Lauver, K. J. (2002.). The Role of Personality in Task and Relationship Conflict. Journal of Personality . Cur?eu, P. L. (2011). Intra-Group Conflict and Teamwork Quality: The Moderating Role of Leadership Styles. administrative sciences , 1, 3-13. 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). De Dreu, C. K., & Van Vainen, A. E. (2001). Managing relationship conflict and the effectiveness of organizational teams. Joumal of Organizational Behavior , 11, 309-328. De Dreu, C. K., & Weingart, L. R. (2003). Task Versus Relationship Conflict, Team Performance,and Team Member Satisfaction: A Meta-Analysis. Journal of Applied Psychology , 88 (4), 741–749. Friedman, R.A. (2000), “What goes around comes around: the impact of personal conflict styles on work conflict and stress”, International Journal of Conflict Management, Vol. 11, pp. 32-55. Harold, G., & John, G. (1954). An analysis of conflict in decision-making groups. (Vol. 7).
Jehn, K.A. (1994), “Enhancing effectiveness: an investigation of advantages and disadvantages of value-based intra-group conflict”, International Journal of Conflict Management, Vol. 5, pp. 223-382. Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly , 40, 256-282. Jehn, K. A. (1997). A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups. Administrative Science Quarterly , 42 (3), 530-557. Jehn, K.A. and Mannix, E. (2001), “The dynamic nature of conflict: a longitudinal study of intra-group conflict and group performance”, Academy of Management Journal, Vol. 44,pp. 238-51. Khan, M. A., Afzal, H., & Rehman, K. u. (2009). Impact of Task Conflict on Employee’s Performance of Financial Institutions. European Journal of Scientific Research , 27 (4), 479487. Mills, H., & Schulz, J. (2009). Exploring the Relationship between Task Conflict, Relationship Conflict, Organizational Commitment. Sport Management international journal , 5 (1), 5-18. Paletz, S. B., Schunn, C. D., & Kim, K. H. (2011). Intragroup Conflict Under the Microscope:Micro-Conflicts in Naturalistic Team Discussions. Negotiation and Conflict Management Research , 4 (4), 314–351. Pondy, L. (1967), “Organizational conflict: concepts and models”, Administrative Science Quarterly, Vol.17, pp. 296-320.
Simons, T. L., & Peterson, R. S. (2000). Task Conflict and Relationship Conflict in Top Management Teams:The Pivotal Role of Intragroup Trust. Journal of Applied Psychology , 85 (1), 102-111. Tsai, J.C. (2000), “What goes around comes around: the impact of personal conflict styles on work conflict and stress”, International Journal of Conflict Management, Vol. 11, pp. 32-55. Turner, M.E. and Pratkanis, A. (1994), “Social identity maintenance prescriptions for preventing groupthink: reducing identity protection and enhancing intellectual conflict”, International Journal of Conflict Management, Vol. 5, pp. 254-70. Van de Vliert, E. and De Dreu, C. (1994), “Optimizing performance by conflict stimulation”, The International Journal of Conflict Management, Vol. 5, pp. 211-22. Yang, J., & Mossholder, K. W. (2004). Decoupling Task and Relationship Conflict: The Role of Intragroup Emotional Processing. Journal of Organizational Behavior , 25 (5), 589-605.
doc_639909197.doc