期刊
JOURNAL OF MANAGEMENT STUDIES
卷 44, 期 5, 页码 733-758出版社
WILEY
DOI: 10.1111/j.1467-6486.2006.00674.x
关键词
-
Research has sought to explain the multi-dimensionality of conflict and its paradoxical effects on decision making (Amason, 1996 DeDreu and Weingart, 2003; Jehn, 1995). The primary prescription to emerge from this work has been for teams to seek the benefits of cognitive (task) conflict while simultaneously avoiding the costs of affective (emotional) conflict. The problem is that these two types of conflict often occur together and researchers have offered few explanations as to why this happens or guidance as to how it can be avoided. In this paper, we provide empirical evidence that cognitive conflict can contribute to affective conflict. As a result, by encouraging cognitive conflict, teams may inadvertently provoke affective conflict. We provide evidence that behavioural integration can mitigate this tendency.
作者
我是这篇论文的作者
点击您的名字以认领此论文并将其添加到您的个人资料中。
推荐
暂无数据