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Volumn 24, Issue 2, 1995, Pages 20-35

Conflict: An important dimension in successful management teams

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EID: 0002647761     PISSN: 00902616     EISSN: None     Source Type: Journal    
DOI: 10.1016/0090-2616(95)90069-1     Document Type: Article
Times cited : (164)

References (5)
  • 1
    • 84910911749 scopus 로고    scopus 로고
    • Team decision making has become increasingly popular in today's organizations because teams have the potential to produce high quality, innovative solutions to complex problems. For further reading on the subject, see D.C. Hambrick, “The Top Management Team: Key to Strategic Success,” California Management Review, Fall 1987, pp. 88–107; L.G. Bolman and T.E. Deal, “What Makes a Team Work?” Organizational Dynamics, Vol. 21,1992, pp. 34–44; J.R. Katzenbach and D.K. Smith, The Wisdom of Teams (Boston: Harvard Business School Press, 1993); and K.A. Bantel and S.E. Jackson, “Top Management and Innovations in Banking: Does the Composition of the Top Team Make a Difference?” Strategic Management Journal, Vol. 10, 1989, pp. 107–112.
  • 2
    • 84910891769 scopus 로고    scopus 로고
    • While the conflict literature is as rich and multifaceted as any in the field of social science research, here we deal almost exclusively with intragroup conflict. For more detailed discussions of the multidimensionality of intragroup conflict, see A. Rahim, “Measurement of Organizational Conflict,” Journal of General Psychology, Vol. 109, 1983, 189–199; R.L. Pinkley, “Dimensions of Conflict Frame: Disputant Interpretations of Conflict,” Journal of Applied Psychology, Vol. 75, 1990, 117–126; B. Brehmer, “Social Judgement Theory and the Analysis of Interpersonal Conflict,” Psychological Bulletin, Vol. 83, 1976, 985–1003; M. Deutsch, “Conflicts: Productive and Destructive,” Journal of Social Issues, Vol. 25, 1969, 7–41; and K.A. Jehn, “Enhancing Effectiveness: An Investigation of Advantages and Disadvantages of Value-based Intragroup Conflict,” International [[Truncated]]
  • 3
    • 84910913660 scopus 로고    scopus 로고
    • For more specific discussions of the effects, both positive and negative, of conflict on decision-making teams, see R.A. Cosier and R.L. Rose, “Cognitive Conflict and Goal Effects on Task Performance,” Organizational Behavior and Human Performance, Vol. 19,1977, pp. 378–391; D.M. Schweiger, W.R. Sandberg, and P.L. Rechner, “Experiential Effects of Dialectical Inquiry, Devil's Advocacy and Consensus Approaches to Strategic Decision Making,” Academy of Management Journal, Vol. 32, 1989, pp. 745–772; C.R. Schwenk, “Conflict in Organizational Decision Making: An Exploratory Study of Its Effect in For-profit and Not-for-profit Organizations,” Management Science, Vol. 36, 1990, pp. 436–488; R.A. Cosier and C.R. Schwenk, “Agreement and Thinking Alike: Ingredients for Poor Decisions,” Academy of Management Executive, Vol. 4, 1990, pp. 69–74; A.C. Amason and D.M. Schweiger, [[Truncated]]
  • 4
    • 84910884705 scopus 로고    scopus 로고
    • The effects of conflict, or the absence of those effects, can also be seen clearly in some fine qualitative studies that have been written on team decision making. Particularly interesting among these are G.T. Allison, The Essence of Decision: Explaining the Cuban Missile Crisis (Boston: Little, Brown & Co., 1971); I.L. Janis, Groupthink: Psychological Studies of Policy Decisions and Fiascos, 2nd ed. (Boston: Houghton-Mifflin, 1982); K.M. Eisenhardt, “Making Fast Strategic Decisions in High Velocity Environments,” Academy of Management Journal, Vol. 32, 1989, pp. 543–576; and D.J. Hickson, R.J. Butler, C. Gray, G.R. Mallory, and D.C. Wilson, Top Decisions: Strategic Decision Making in Organizations (San Francisco: Jossey-Bass, 1986).
  • 5
    • 84910910743 scopus 로고    scopus 로고
    • For further reading on team interaction norms and their effect on conflict in team decision making, see M. Deutsch, “The Effects of Cooperation and Competition upon Group Processes,” in D. Carwright and A. Zander (eds.), Group Dynamics (New York: Harper & Row, 1968); D. Tjosvold and D.K. Deemer, “Effects of Controversy Within a Cooperative or Competitive Context on Organizational Decision Making,” Journal of Applied Psychology, Vol. 65,1983, pp. 590–595; M. Pinto, J. Pinto, and J. Prescott, “Antecedents and Consequences of Project Team Cross-functional Cooperation,” Management Science, Vol. 39, 1993, pp. 111–121; and K.L. Bettenhausen and J.K. Murnighan, “The Emergence of Norms in Competitive Decision Making Groups,” Administrative Science Quarterly, Vol. 30, 1985, pp. 350–372.


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