Conflict in Organizational Groups : New Directions in Theory and Practice

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Conflict in Organizational Groups : New Directions in Theory and Practice

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  • 製本 Hardcover:ハードカバー版/ページ数 328 p.
  • 言語 ENG
  • 商品コード 9780810124578
  • DDC分類 658.4022

Full Description

The chapters in this book were presented at a conference held at the Kellogg School of Management entitled Conflict in Organizational Groups: New Directions in Theory and Practice. The Kellogg Team and Group Research Center (KTAG) and the Kellogg School of Management cosponsored the conference. The goal of the conference was to bring together both junior and senior scholars from a variety of disciplines to discuss their newest ideas and current trends in group conflict research. The chapters in this book represent perspectives from the fields of business, political science, sociology, and psychology. The idea to organize a conference about conflict in organizational groups arose from three interrelated and exciting opportunities for theory and practice - both the academic and business press have focused growing attention on the management challenges of organizational groups; the academic community has begun to integrate these perspectives, as evidenced by a growing number of cross-disciplinary coauthorships and thematic conferences; and several statistical and methodological advances have allowed scholars to better model variables across levels of analysis. Taken together, these three reasons inspired the assembling of the interdisciplinary mix of seasoned and newly minted authors who in this volume tackle important and complex questions about group conflict. Their chapters represent cutting-edge advances in theory, methodology, and challenges to dominant perspectives.

Contents

PART 1: CONFLICT AND THE INDIVIDUAL GROUP MEMBER; Chapter 1: Conflict within and between Organizational Groups: Functional, Dysfunctional, and Quasifunctional Perspectives Kristin J. Behfar and Leigh L. Thompson; Chapter 2: Garnering the Benefits of Conflict: The Role of Diversity and Status Distance in Groups Katherine W. Phillips and Melissa C. Thomas-Hunt; Chapter 3: Group Heterogeneity and Faultlines: Comparing Alignment and Dispersion Theories of Group Composition Katerina Bezrukova, Sherry M. B. Thatcher, and Karen A. Jehn; Chapter 4: Does One Rotten Apple Spoil the Barrel? Using a Configuration Approach to Assess the Conflict-Inducing Effects of a High-Neuroticism Team Member Randall S. Peterson, Julie Davidson, and Lisa M. Moynihan; Chapter 5: Selective Consequences of War: A Formal Model Holly Arrow, Oleg Smirnov, John Orbell, and Douglas Kennett; PART 2: CONFLICT AND GROUP PROCESSES; Chapter 6: Group Conflict as an Emergent State: Temporal Issues in the Conceptualization and Measurement of Disagreement Gerardo A. Okhuysen and Hettie A. Richardson; Chapter 7: Conflict and Autonomy in Teams: Integration and New Directions for Research Claus Langfred; Chapter 8: The Differential Effects of Trust and Respect on Team Conflict Matthew A. Cronin and Laurie R. Weingart; Chapter 9: Confronting Members Who Break Norms: The Influence on Team Effectiveness Vanessa Urch Druskat and Steven B. Wolff; Chapter 10: Intervening in Intrateam Conflict Ruth Wageman and Ashley Donnenfeld.

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