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By Elizabeth Mannix, Margaret A. Neale, Cameron Anderson
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Extra resources for Affect and Groups (Research on Managing Groups and Teams)
Journal of Personality and Social Psychology, 37, 345–356. , & Rechner, P. (1989). Experiential effects of dialectical inquiry, devil’s advocacy, and consensus approaches to strategic decision making. Academy of Management Journal, 32, 745–772. , & Peterson, R. (2000). Task conﬂict and relationship conﬂict in top management teams: The pivotal role of intragroup trust. Journal of Applied Psychology, 83, 102–111. 42 LINDRED L. GREER AND KAREN A. JEHN Sleebos, E. (2005). The consequences of intragroup respect.
Model of the factors that may inﬂuence the degree to which process conﬂict is associated with negative affect. performance by, for example, increasing the ﬁt between member abilities and task requirements (cf. , Behfar, Mannix, Peterson, & Trochim, 2002; Greer, Jehn, & Thatcher, 2005, 2006; Hinds & Bailey, 2003; Vodosek, 2005). However, much still remains to be learned about why exactly process conﬂict impedes group performance. In this chapter, we attempt to bridge this gap by exploring the role of negative affect as a primary mechanism in explaining the negative effects of process conﬂict on performance.
J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87(1), 131–142. , & Hambrick, D. C. (2005). Factional groups: A new vantage on demographic faultlines, conﬂict, and disintegration in work teams. Academy of Management Journal, 48, 794–813. Process Conflict and Negative Affect 41 Lind, E. A. (2001). Thinking critically about justice judgments. Journal of Vocational Behavior, 58, 220–226. Lind, E. , & Tyler, T.
Affect and Groups (Research on Managing Groups and Teams) by Elizabeth Mannix, Margaret A. Neale, Cameron Anderson