Relationship Conflict (relationship + conflict)

Distribution by Scientific Domains


Selected Abstracts


The Role of Personality in Task and Relationship Conflict

JOURNAL OF PERSONALITY, Issue 3 2002
Joyce E. Bono
ABSTRACT Two studies explored the extent to which dispositions influence the attributions individuals make about the type of conflict they experience. Traits from the Five-Factor Model of personality (FFM) were linked to the tendency to experience task-and relationship-oriented conflict. Results provide some support for the idea that individuals have stable tendencies in the attributions they make about their conflict experiences across time, partners, and situations. Agreeableness and openness were related to reports of relationship conflict at the individual level. However, the strongest effects of personality on conflict attributions were found in the analysis of dyads. This analysis revealed that partner levels of extraversion and conscientiousness were associated with individuals' tendencies to report relationship conflict. Moreover, mean levels of extraversion and conscientiousness in a pair were associated with reports of relationship conflict. Differences between partners in extraversion were associated with more frequent conflict and a greater likelihood of reporting task-related conflict. Implications of these findings with respect to the role of personality in interpersonal relationships are discussed. Finally, these studies provide confirmatory evidence that conflict attributions have a meaningful impact on relationship satisfaction. [source]


Innovation and Conflict Management in Work Teams: The Effects of Team Identification and Task and Relationship Conflict

NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 1 2010
Helena Syna Desivilya
Abstract The current study attempted to elucidate the mechanisms whereby constructive-cooperative conflict management (integrating) fosters innovation in work teams. The proposed conceptual model postulated that the positive function of integrating in precipitating innovation is motivated by prosocial team atmosphere as manifested in team identity, the team's capacity to mitigate the adverse impact of relationship conflict and its capability to maximize the potential gains of task conflict. Specifically, it was hypothesized: (a) integrating would predict innovation. (b) Team identity would be positively related to integrating, and that integrating would mediate the positive relationship between team identity and team innovation. (c) Task conflict would be positively related to integrating whereas relationship conflict would be negatively related to integrating. This research embraced a team-level perspective and analysis. Seventy-seven intact work teams from high-technology companies participated in the study. The findings, by and large, supported the proposed conceptual model, especially the contention that teams' proclivities with respect to conflict management play a pivotal role in their capacity to function in an innovative manner. A team's integrating pattern meaningfully predicted team innovation. The mediating effect of the integrating strategy on the relationship between team identity and team innovation was also demonstrated. Finally, relationship conflict was negatively associated with a team's integrating pattern, while the positive association of task conflict with the cooperative strategy was marginally significant. [source]


Feuding Families: When Conflict Does a Family Firm Good

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 3 2004
Franz W. Kellermanns
Using the conflict theory lens and insights from the family business literature, we develop a theoretical model concerning the effects of task, process, and relationship conflict in family firms. Family firms are characterized by different control structures and generational involvement. Accordingly, we discuss the expected effect control concentration has on task, process, and relationship conflict, and propose that generational involvement affects the importance of task and process conflict to a family firm's performance. Furthermore, our model suggests that relationship conflict moderates the outcomes of task and process conflict. The degree of relationship conflict in family firms is in turn influenced by altruism, which characterizes interactions among family members. [source]


Parental Deployment and Youth in Military Families: Exploring Uncertainty and Ambiguous Loss,

FAMILY RELATIONS, Issue 2 2007
Angela J. Huebner
Abstract: Parental deployment has substantial effects on the family system, among them ambiguity and uncertainty. Youth in military families are especially affected by parental deployment because their coping repertoire is only just developing; the requirements of deployment become additive to normal adolescent developmental demands. Focus groups were used to inquire about uncertainty, loss, resilience, and adjustment among youth aged 12,18 that had a parent deployed, most often to a war zone. The nature of uncertainty and ambiguous loss was explored. Response themes included overall perceptions of uncertainty and loss, boundary ambiguity, changes in mental health, and relationship conflict. These accounts suggest that ambiguous loss is a useful concept for understanding the experiences of these youth and for structuring prevention and intervention efforts. [source]


Decoupling task and relationship conflict: the role of intragroup emotional processing

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2004
Jixia Yang
The present paper focuses on the role of emotion in intragroup conflict processes. We propose that how group members handle emotion affects intragroup interactions and has implications for task and relationship conflict. Three types of variables,collective emotional intelligence, intragroup relational ties, and conflict-relevant interactional norms,constrain negative emotionality and may determine whether task conflict results in damaging relationship conflict. The moderating influence of these variables is discussed, as are compositional issues associated with measuring them. Copyright © 2004 John Wiley & Sons, Ltd. [source]


The Role of Personality in Task and Relationship Conflict

JOURNAL OF PERSONALITY, Issue 3 2002
Joyce E. Bono
ABSTRACT Two studies explored the extent to which dispositions influence the attributions individuals make about the type of conflict they experience. Traits from the Five-Factor Model of personality (FFM) were linked to the tendency to experience task-and relationship-oriented conflict. Results provide some support for the idea that individuals have stable tendencies in the attributions they make about their conflict experiences across time, partners, and situations. Agreeableness and openness were related to reports of relationship conflict at the individual level. However, the strongest effects of personality on conflict attributions were found in the analysis of dyads. This analysis revealed that partner levels of extraversion and conscientiousness were associated with individuals' tendencies to report relationship conflict. Moreover, mean levels of extraversion and conscientiousness in a pair were associated with reports of relationship conflict. Differences between partners in extraversion were associated with more frequent conflict and a greater likelihood of reporting task-related conflict. Implications of these findings with respect to the role of personality in interpersonal relationships are discussed. Finally, these studies provide confirmatory evidence that conflict attributions have a meaningful impact on relationship satisfaction. [source]


Innovation and Conflict Management in Work Teams: The Effects of Team Identification and Task and Relationship Conflict

NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, Issue 1 2010
Helena Syna Desivilya
Abstract The current study attempted to elucidate the mechanisms whereby constructive-cooperative conflict management (integrating) fosters innovation in work teams. The proposed conceptual model postulated that the positive function of integrating in precipitating innovation is motivated by prosocial team atmosphere as manifested in team identity, the team's capacity to mitigate the adverse impact of relationship conflict and its capability to maximize the potential gains of task conflict. Specifically, it was hypothesized: (a) integrating would predict innovation. (b) Team identity would be positively related to integrating, and that integrating would mediate the positive relationship between team identity and team innovation. (c) Task conflict would be positively related to integrating whereas relationship conflict would be negatively related to integrating. This research embraced a team-level perspective and analysis. Seventy-seven intact work teams from high-technology companies participated in the study. The findings, by and large, supported the proposed conceptual model, especially the contention that teams' proclivities with respect to conflict management play a pivotal role in their capacity to function in an innovative manner. A team's integrating pattern meaningfully predicted team innovation. The mediating effect of the integrating strategy on the relationship between team identity and team innovation was also demonstrated. Finally, relationship conflict was negatively associated with a team's integrating pattern, while the positive association of task conflict with the cooperative strategy was marginally significant. [source]


The Secret Knowledge of Peacemaking

NEGOTIATION JOURNAL, Issue 4 2009
John Winslade
In this article, the author tells stories of relationship conflict in which the trajectory of the conflict narrative is disturbed by one of the participants instigating a shift to a different story line. He analyzes these shifts in terms of narrative theory and accounts for them in terms outlined in the narrative mediation literature, interrogating the knowledge called upon by the protagonists to initiate these narrative shifts. This knowledge seems to be pragmatic knowledge, local knowledge, and performative knowledge, with implications for professional practice. Practitioners are urged to be alert for opportunities to privilege such knowledge. [source]


Men's and women's reactions to fair and unfair treatment in relationship conflict

PERSONAL RELATIONSHIPS, Issue 4 2009
ESTHER S. KLUWER
Evidence of gender differences in reactions to experienced fair and unfair treatment in relationship conflict was examined in 4 studies among dating, cohabiting, and married participants in The Netherlands. Using a critical incidents method and a scenario, this research provided convergent results suggesting that the relationship between fairness of treatment and affective feelings or relationship satisfaction is stronger for women than for men. This gender difference disappeared under conditions of high relationship commitment. Furthermore, men who identified strongly with their relationship showed stronger reactions to fair treatment than men who identified weakly with their relationships. Finally, the manipulation of relationship salience led to heightened sensitivity to fairness of treatment among men, but not among women. [source]


An analysis of predictors of team satisfaction in product development teams with differing levels of virtualness

R & D MANAGEMENT, Issue 5 2009
Eric M. Stark
The purpose of this study is to empirically examine and assess the moderating effects of extent of virtualness on a variety of well-established predictors of new product development team satisfaction. We focus our study on 178 different new product development teams from a variety of industries and use extent of virtualness as a structural characteristic of the teams, measuring it on a continuum. The predictors of team satisfaction we studied are relationship conflict, familiarity, goal clarity and preference for group work. Primary findings include: (1) relationship conflict has a more deleterious effect on team member satisfaction as teams become more virtual, mainly because it is very difficult for team members of virtual teams to resolve their interpersonal disputes; (2) the relationship between preference for group work and team satisfaction is moderated by extent of virtualness, such that preference for group work increases team satisfaction more as virtualness increases; (3) goal clarity and familiarity are not moderated by extent of virtualness, but have a significant direct effect on team satisfaction. Managerial and research implications of these findings relative to new product development teams are also discussed. [source]