DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS.

1996/02/01 by A. C. Amason, Allen C. Amason · 2,460 citations
Business, Management and Accounting · Psychology · Social Sciences · #Business #Computer science #Conflict Management and Negotiation #Conflict management #Dysfunctional family #Economics #Human resource management #Innovation and Knowledge Management #Knowledge management #Management #Management science #Marketing #Operations management #Organizational behavior #Political science #Process management #Psychology #Public relations #Social psychology #Sociology #Strategic management #Strategic planning #Team Dynamics and Performance

paper · doi:10.2307/256633

published in Academy of Management Journal 39(1), 123-148 (Academy of Management)

openalex publication_date 1996/02/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/04

Abstract

Top management teams make strategic decisions, and the products of their decision making influence organizational performance. However, a subtle paradox is embedded in this relationship. This study focuses on conflict as the crux of this paradox and provides evidence from two different samples of conflict's consistent yet contradictory effects on decision quality, consensus, and affective acceptance.

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