Conflict management, efficacy, and performance in organizational teams
Document Type
Journal article
Source Publication
Personnel Psychology
Publication Date
9-1-2000
Volume
53
Issue
3
First Page
625
Last Page
642
Abstract
The study empirically links conflict management literature with research on efficacy and organizational teams. Sixty-one self-managing teams with 489 employees were recruited from the production department of a leading electronic manufacturer. Structural equation analysis supports the model that a cooperative instead of competitive approach to conflict leads to conflict efficacy that in turn results in effective performance as measured by managers. Findings suggest how organizational teams can be prepared to make use of their autonomy to deal with problems and conflicts so that they are productive.
DOI
10.1111/j.1744-6570.2000.tb00216.x
Print ISSN
00315826
E-ISSN
17446570
Publisher Statement
Copyright © 2000 Personnel Psychology, Inc
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Alper, S., Tjosvold, D., & Law, K. S. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology, 53(3), 625-642. doi: 10.1111/j.1744-6570.2000.tb00216.x