基于IPO模型的团队多样性-冲突-绩效权变模型的元分析

本文建立基于IPO模型的团队多样性-冲突-绩效的权变模型。通过对国内外的112篇实证文章（n=9263）进行元分析,本文定量地梳理近年来团队多样性-团队冲突-团队绩效之间关系的研究文献,并重点考察团队冲突与团队绩效之间的调节变量。元分析结果发现：团队深层多样性是引起团队冲突的重要因素,表层多样性并不会显著增加团队冲突;与美国的研究不同,中国情境下任务冲突将显著降低团队绩效;被试类型、回收率、团队规模和团队冲突的不对称感知等变量调节团队冲突与团队绩效之间的关系。     

The paradox of intragroup conflict: a meta-analysis

Since the meta-analysis by De Dreu and Weingart (2003b) on the effects of intragroup conflict on group outcomes, more than 80 new empirical studies of conflict have been conducted, often investigating more complex, moderated relationships between conflict and group outcomes, as well as new types of intragroup conflict, such as process conflict. To explore the trends in this new body of literature, we conducted a meta-analysis of 116 empirical studies of intragroup conflict (n = 8,880 groups) and its relationship with group outcomes. To address the heterogeneity across the studies included in the meta-analysis, we also investigated a number of moderating variables. Stable negative relationships were found between relationship and process conflict and group outcomes. In contrast to the results of De Dreu and Weingart, we did not find a strong and negative association between task conflict and group performance. Analyses of main effects as well as moderator analyses revealed a more complex picture. Task conflict and group performance were more positively related among studies where the association between task and relationship conflict was relatively weak, in studies conducted among top management teams rather than non-top management teams, and in studies where performance was measured in terms of financial performance or decision quality rather than overall performance.     

Task conflict,information processing,and decision-making: The damaging effect of relationship conflict

A popular theoretical assumption holds that task-related disagreements stimulate critical thinking, and thus may improve group decision making. Two recent meta-analyses showed, however, that task conflict can have a positive effect, a negative effect, or no effect at all on decision-making quality (De Dreu & Weingart, 2003; De Wit, Greer, & Jehn, 2012). In two studies, we built upon the suggestion of both meta-analyses that the presence of relationship conflict determines whether a task conflict is positively or negatively related to decision making. We hypothesized and found that the level of perceived relationship conflict during task conflict (Study 1), and the actual presence (vs. absence) of relationship conflict during task conflict (Study 2), increased group members’ rigidity in holding onto suboptimal initial preferences during decision making and thus led to poor decisions. In both studies the effect of relationship conflict on decision making was mediated by biased use of information.     

The effects of culture and cohesiveness on intragroup conflict and effectiveness

To investigate the influence of culture and cohesiveness on intragroup conflict and effectiveness, the authors made comparisons among groups of U.S. friends and strangers and among groups of Chinese friends and strangers. Groups consisting of 5 members of the same culture engaged in a decision-making task. Among U.S. participants, task conflict and performance results tended to vary together. U.S. strangers reported little task conflict (disagreements about fact or opinion) and performed relatively poorly, whereas U.S. friends' performances benefited from an uninhibited exchange of individual ideas and opinions. In contrast, Chinese participants reported uniformly high levels of intragroup conflict and experienced relatively low performance. The results suggest that a task conflict advantage, with which group members feel comfortable enough to freely express and exchange opinions and disagree with each other to achieve optimal outcomes, might be culture specific.     

Work social supports, role stressors, and work-family conflict: The moderating effect of age

The current study examined whether important distinctions are masked if participant age is ignored when modeling relationships among constructs associated with the work-family interface. An initial omnibus model of social support, work role stressors, and work-family conflict was tested. Multiple groups analyses were then conducted to investigate possible age differences in the patterns of relationships among these constructs for three age groups (28 and under, 29-45, and 46 and older). Several constructs in the model, including role stressors, social support, and work-family conflict, demonstrated mean level differences across the three age groups. Of greater significance, the relationships of some sources of social support and work-family conflict with other constructs in the model differed as a function of age group. Results suggest that conclusions drawn from the omnibus model take on a slightly different and more complicated meaning in the multiple groups analysis. These results have implications for how future research on the work-family interface should be conducted.     

Upsetting the apple cart: Within-team profiles of intragroup conflict and their associations with narcissism

Different types of intragroup conflict (i.e., relationship, task, and process conflict) co-exist in team environments yet how this co-existence is expressed is poorly understood, particularly in sports teams. Further, there is a lack of knowledge surrounding the antecedents of intragroup conflict. Here, we examined the nature of conflict profiles in sports teams and investigated narcissism as an antecedent to the conflict profiles. In a large, multi-group sample (n = 1107 athletes from 109 teams), participants completed measures of intragroup conflict and narcissism. Team-level latent profile analysis of intragroup conflict variables indicated five distinct within-team conflict profiles which varied in patterns of relationship, task, and process conflict. Moreover, teams high in narcissism (both in terms of team mean and team maximum scores) were more likely to occupy dysfunctional conflict profiles, that is profiles high in all conflict types. These findings underscore the importance of considering conflict profiles within teams and provide the first evidence for narcissism as a contributing factor in the development of conflict profiles in groups.     

Relationships between climate, process, and performance in continuous quality improvement groups

This study examined relationships between group climate (participants’ learning orientation, feelings of psychological safety, and self-disclosure), process (feedback and conflict), and performance in continuous quality improvement groups. Forty-nine participants in eight hospital groups were surveyed as the groups neared completion. Groups were classified as high or low performing based on interviews with group leaders and facilitators. Ratings of self-disclosure and feelings of psychological safety were related to lower relationship and task conflict and more giving and seeking feedback. Learning orientation was positively related to feedback. Climate and feedback were positively related to creativity of outcomes, while learning orientation and having an active facilitator were related to performance ratings. High performing teams were higher in ratings of learning orientation, facilitation, creativity of outcomes, and overall performance. The results demonstrate the importance of facilitation of learning and interpersonal relationships within structured groups.     

Power and conflict in cooperative and competitive contexts

Power and conflict are classic research topics in organizational theory and important practical management issues. The goal of this article was to analyse the influence of supervisor power bases and goal interdependence situations over intragroup conflict. The study involved the participation of 401 workers from a range of social service organizations. Hierarchical regression analyses showed that (a) supervisor personal power bases were negatively associated with task and relationship conflict; (b) supervisor position power bases were positively associated with relationship conflict; (c) cooperative environments were negatively associated with task and relationship conflict; and (d) that goal interdependence moderates the negative consequences of the use of position power. The implications for research and managerial practices are discussed.     

Interference and conflict monitoring in individuals with amnestic mild cognitive impairment: A structural study of the anterior cingulate cortex

Amnestic mild cognitive impairment (aMCI) is a clinical condition characterized by memory impairment in the absence of any other cognitive impairment and is commonly associated with high conversion to Alzheimer's disease. Recent evidence shows that executive functions and selective attention mechanisms could also be impaired in aMCI. In this study, we investigated performance differences (i.e., reaction times [RTs] and accuracy) between a group of aMCI participants and a group of age‐matched healthy individuals on the attentional network task (ANT) focusing on situations with increased interference. In particular, we assessed the relationship between interference and conflict effects and grey matter volumes (GMVs) of the anterior cingulate cortex (ACC)/pre‐supplementary motor area in the entire sample because of its crucial role in conflict monitoring. When compared with controls, aMCI participants were less accurate on the ANT, showing increased interference and conflict effects, but no differences in RTs. In addition, aMCI participants exhibited lower GMV in the ACC than controls. While better accuracy for interference and conflict effects was associated with an increase of GMV in the ACC for both groups, RTs from the interference effect were negatively correlated with GMV of the ACC only in aMCI participants. In other words, lower GMV values of the ACC were paralleled with significantly impaired performance in terms of interference resolution. In conclusion, our study suggests the presence of a selective impairment in interference and conflict monitoring in aMCI, which in turn is associated with decreased GMVs in the ACC.     

Exploring diversity effects: nationality composition and nationality context in workgroups

The types of conflict that emerge in nationally diverse teams may depend on the number and types of nationalities present in the team. We investigate the possibility that when teams have individuals from multiple different nationalities (i.e., Dutch, Swiss and Indonesian), rather than just two different nationalities (Dutch and Indonesian), performance and task conflict will be higher while process and relationship conflicts will be comparatively lower. A scenario-based study was conducted in two countries in which we examined how nationality composition (size of national diversity or number of nationalities) and context (nature of national diversity or types of nationalities) affected perceived conflict and expected performance. We hypothesized and found that task conflict and performance are higher in nationally diverse workgroups that included multiple dissimilar nationalities compared to workgroups with just two nationalities. Results also showed that relationship and process conflicts are lower in groups that are diverse in size and nature of national diversity. We observed that social distances among nationalities varied in such a way that a distant nationality became more distanced and a close nationality became even closer in a nationally diverse group. Social distance, in that way, moderated the effect of national diversity. We discuss implications for diversity and conflict management.     

When and why creativity‐related conflict with coworkers can hamper creative employees' individual job performance

We examined when and why focal employees' creativity-related conflict with coworkers is related to their individual job performance. As hypothesized, a survey among 113 employees in 14 manufacturing work groups showed that creativity-related conflict with coworkers escalates into dysfunctional relationship conflict when focal employees have low rather than high trust in those coworkers. In its turn, relationship conflict with coworkers was found to be negatively associated with focal employees' individual job performance when they lack support from their supervisor. Finally, the indirect effect of creativity-related conflict on job performance through relationship conflict was found to be significant when both the first stage moderator of coworker trust and the second stage moderator of supervisory support were low rather than high.     

The path to glory is paved with hierarchy: when hierarchical differentiation increases group effectiveness

Two experiments examined the psychological and biological antecedents of hierarchical differentiation and the resulting consequences for productivity and conflict within small groups. In Experiment 1, which used a priming manipulation, hierarchically differentiated groups (i.e., groups comprising 1 high-power-primed, 1 low-power-primed, and 1 baseline individual) performed better on a procedurally interdependent task than did groups comprising exclusively either all high-power-primed or all low-power-primed individuals. There were no effects of hierarchical differentiation on performance on a procedurally independent task. Experiment 2 used a biological marker of dominance motivation (prenatal testosterone exposure as measured by a digit-length ratio) to manipulate hierarchical differentiation. The pattern of results from Experiment 1 was replicated; mixed-testosterone groups achieved greater productivity than did groups comprising all high-testosterone or all low-testosterone individuals. Furthermore, intragroup conflict mediated the productivity decrements for the high-testosterone but not the low-testosterone groups. This research suggests possible directions for future research and the need to further delineate the conditions and types of hierarchy under which hierarchical differentiation enhances rather than undermines group effectiveness.     

Committing to your work, spouse, and children: Implications for work-family conflict

When trying to balance work and family responsibilities, many workers experience conflict between these two roles. Although role commitment has been viewed both as contributing to and alleviating conflict, this relationship has not been fully tested. Using a sample of female nurses and police officers, we examined the direct and indirect relationship of role commitment with work-spouse and work-parent conflict. Increased work-spouse conflict was associated with decreased spouse commitment. Increased work-parent conflict was associated with increased parent commitment but with decreased spouse and job commitment. Job commitment moderated the relationships between irregular work schedules and work-spouse conflict and between job control and work-spouse conflict. Parent commitment moderated the relationship between irregular work schedules and work-parent conflict. These results suggest that, depending on the role, commitment may either alleviate or exacerbate conflict.     

团队权力分布差异对团队冲突的影响：程序公平和合法性的作用

近年来团队权力分布差异与团队冲突间关系受到了学界较大关注, 但相关研究结果仍存在分歧。通过对70个工作团队的调查, 探讨了团队权力分布差异对团队冲突(任务冲突、关系冲突)作用的边界条件。结果发现, 程序公平调节了两者间关系：当程序公平较高时, 团队权力分布差异与任务冲突、关系冲突负相关; 当程序公平较低时, 团队权力分布差异与任务冲突、关系冲突正相关。此外, 被中介的调节模型分析显示, 团队合法性感知中介了程序公平的上述调节作用。     

冲突对绩效的影响：个体、团队宜人性的调节作用

以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示：(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。     

Reaping the benefits of task conflict in teams: the critical role of team psychological safety climate

Past research suggests that task conflict may improve team performance under certain conditions; however, we know little about these specific conditions. On the basis of prior theory and research on conflict in teams, we argue that a climate of psychological safety is one specific context under which task conflict will improve team performance. Using evidence from 117 project teams, the present research found that psychological safety climate moderates the relationship between task conflict and performance. Specifically, task conflict and team performance were positively associated under conditions of high psychological safety. The results support the conclusion that psychological safety facilitates the performance benefits of task conflict in teams. Theoretical implications and suggestions for future research are discussed.     

The Effects of Feedback on Perseverative Errors in Preschool Aged Children

Research using the Dimensional Change Card Sort (DCCS) showed that young children are usually able to sort accurately by an initial rule but are unable to switch to a new rule when the two rules conflict. In 2 experiments, the DCCS was modified to study the effects of feedback on 3- to 5-year-old children in a problem-solving task. In Experiment 1, half of the children in each of two age groups (36 to 44 months and 52 to 60 months) were administered the DCCS task using the standard (no feedback) procedure and the other half received feedback on their post-switch responses. Children who received feedback were able to categorize according to the new (correct) rule, whereas the children in the younger age group who did not receive feedback continued to perseverate. Experiment 2 with 3-year-olds replicated the results from Experiment 1 but found that children's successful performance with feedback on the card-sorting task did not lead to improved performance on the post-switch phase of a subsequent DCCS task. Successful performance under conditions of feedback in both studies implies that 3-year-olds are capable of shifting their response mode from one rule to an alternate rule under conditions that offer clear guidance. Poor performance on the standard version is interpreted to be a reflection of the inability to monitor their own task performance in the absence of clear contextual cues.     

自由飞行下冲突告警对管制员冲突探测绩效的影响

自由飞行是未来空中交通管理系统的设计理念, 会影响管制员的飞行冲突探测绩效, 为其提供自动化的冲突告警是主要的应对思路。已有研究主要围绕冲突告警的通道类型、可靠性、提前呈现时间等单一属性展开, 发现冲突告警的通道类型、可靠性对管制员冲突探测绩效的影响与传统的自动化研究结果存在不一致之处。指出未来在实验中纳入冲突化解任务, 进行冲突告警多属性的整合研究, 有助于解释这些不一致之处、为冲突告警的设计提供更有效的指导。     

Relationships Among Conflict Management Styles,Levels of Conflict,and Reactions to Work

Abstract

Relationships among (a) conflict management styles, (b) levels of conflict, (c) two general reactions to work, and (d) four types of individual outcomes experienced by employees in the United States were assessed in two studies. In Study 1, subordinates using a high-obliging style with supervisors experienced more intrapersonal conflict, supervisors using a high-integrating style with subordinates reported more intrapersonal and intragroup conflict, and low-dominating supervisors reported significantly greater intragroup conflict. In Study 2, high-integrating subordinates experienced less intrapersonal, intragroup, and intergroup conflict than low-integrating subordinates did. The results of analyses also indicated that there was a strong relationship between integrating and all six organizational outcomes. Lower job satisfaction and fewer interpersonal rewards were associated with a high-dominating style. Both integrating and compromising were positively related to interpersonal outcomes, and dominating and avoiding were negatively related to interpersonal outcomes. Finally, the more conflict individuals experienced on the job, the lower their job satisfaction and their outcomes were.