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 · 33 citations
Social Sciences · Business, Management and Accounting · Psychology · #Conflict Management and Negotiation #Innovation and Knowledge Management #Team Dynamics and Performance

paper · doi:10.2307/256633

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.

Cited by

• Demographic Diversity in the Boardroom: Mediators of the Board Diversity–Firm Performance Relationship
• Resources, Capabilities and Entrepreneurial Perceptions*
• A META‐ANALYSIS OF TEAMWORK PROCESSES: TESTS OF A MULTIDIMENSIONAL MODEL AND RELATIONSHIPS WITH TEAM EFFECTIVENESS CRITERIA
• Creating better boards through codification: Possibilities and limitations in UK corporate governance, 1992–2010
• Diversity begets diversity? The effects of board composition on the appointment and success of women CEOs
• Destructive and productive family relationships: A stewardship theory perspective
• Reliable agent engineering should integrate machine-compatible organizational principles
• Optimizing team conflict dynamics for high performance teamwork
• The promise of social signal processing for research on decision-making in entrepreneurial contexts
• The Quagmire of Legacy in Family Firms: Definition and Implications of Family and Family Firm Legacy Orientations
• Fixes That Fail in Collaborative Innovation: The dynamics of conflict, decision-making speed and time pressure
• Group Research: Why are we Throwing Away the Best of our Observations?
• Advancing temporal-causal modeling for public sector adaptation: an AI-driven approach to organizational strategy and governance
• The conflict‐positive organization: it depends upon us
• Informatics Perspectives on Decision Taking, a Case Study on Resolving Process Product Ambiguity
• Determinants of Policy Conflict in Michigan Municipalities
• The Romance of Learning from Disagreement. The Effect of Cohesiveness and Disagreement on Knowledge Sharing Behavior and Individual Performance Within Teams. [europepmc]
• A Four-Phase Model of Transdisciplinary Team-Based Research: Goals, Team Processes, and Strategies. [europepmc]
• Group learning capacity: the roles of open-mindedness and shared vision. [europepmc]
• Does Gender Matter? Female Representation on Corporate Boards and Firm Financial Performance--A Meta-Analysis. [europepmc]
• The Critical Roles of Task Conflict and Job Autonomy in the Relationship Between Proactive Personalities and Innovative Employee Behavior. [europepmc]
• When Task Conflict Becomes Personal: The Impact of Perceived Team Performance. [europepmc]
• How Team-Level and Individual-Level Conflict Influences Team Commitment: A Multilevel Investigation. [europepmc]
• Is Heterogeneity Better? The Impact of Top Management Team Characteristics on Enterprise Innovation Performance. [europepmc]
• Exploring the role of AI algorithmic agents: The impact of algorithmic decision autonomy on consumer purchase decisions. [europepmc]
• Who is controlling whom? Reframing "meaningful human control" of AI systems in security. [europepmc]
• Top management team faultlines and corporate industrial diversification: The mediating role of strategic attentional breadth. [europepmc]
• One independent or many independent? The relationship among self-construal, number of brand endorsers, and brand attitudes. [europepmc]
• Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity. [europepmc]
• Navigating workplace conflicts and fostering innovative behaviors: the role of job commitment and socio-instrumental ESM utilization. [europepmc]
• Generational diversity and team innovation: the roles of conflict and shared leadership. [europepmc]
• Factorial validity and measurement invariance of a self-reported scale of paradoxical leadership behaviours: evidence from sport industry leaders. [europepmc]
• The impacts of project uncertainty and relationship conflict on relationship continuity in construction: The role of political skill. [europepmc]

Related

• Conflict and Decision‐Making: Attributional and Emotional Influences
• The conflict‐positive organization: it depends upon us
• Individual Perceptions of Task Conflict and Relationship Conflict
• The paradox of team conflict revisited: An updated meta-analysis of the team conflict–team performance relationships.
• Organizational Conflict: Concepts and Models