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Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation

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  • Tekleab, Amanuel G.
  • Quigley, Narda R.

Abstract

Drawing from recent advances in the study of deep-level diversity in work teams and the similarity–attraction paradigm, this study examines the ways in which diversity in personality characteristics and preference for teamwork among team members influences the relationship between relationship conflict and subsequent team member affective reactions. Using a longitudinal, multilevel sample of 53 teams (260 respondents), results reveal that similarity or homogeneity in agreeableness, conscientiousness, and emotional stability weakens the negative influence of relationship conflict on team member affective reactions, while heterogeneity in extraversion and preference for teamwork also weakens these relationships. A discussion of theoretical and practical implications follows.

Suggested Citation

  • Tekleab, Amanuel G. & Quigley, Narda R., 2014. "Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation," Journal of Business Research, Elsevier, vol. 67(3), pages 394-402.
    • Handle: RePEc:eee:jbrese:v:67:y:2014:i:3:p:394-402
    DOI: 10.1016/j.jbusres.2012.12.022
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    References listed on IDEAS

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    Cited by:

    1. Fadi S. Batarseh & John M. Usher & Joshua J. Daspit, 2017. "Collaboration Capability In Virtual Teams: Examining The Influence On Diversity And Innovation," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(04), pages 1-29, May.
    2. Xiao, Yazhen & Zhang, Haisu & Basadur, Timothy M., 2016. "Does information sharing always improve team decision making? An examination of the hidden profile condition in new product development," Journal of Business Research, Elsevier, vol. 69(2), pages 587-595.
    3. Suning Zhu & Ashish Gupta & David Paradice & Casey Cegielski, 2019. "Understanding the Impact of Immersion and Authenticity on Satisfaction Behavior in Learning Analytics Tasks," Information Systems Frontiers, Springer, vol. 21(4), pages 791-814, August.
    4. Vos, F.G.S. & Van der Lelij, R. & Schiele, H. & Praas, N.H.J., 2021. "Mediating the impact of power on supplier satisfaction: Do buyer status and relational conflict matter?," International Journal of Production Economics, Elsevier, vol. 239(C).
    5. Chen, Ming-Huei & Chang, Yu-Yu & Lo, Ya-Hsun, 2015. "Creativity cognitive style, conflict, and career success for creative entrepreneurs," Journal of Business Research, Elsevier, vol. 68(4), pages 906-910.
    6. Maria Olenick & Monica Flowers & Tatayana Maltseva & Ana Diez-Sampedro, 2019. "Research in Academia: Creating and Maintaining High Performance Research Teams," Nursing Research and Practice, Hindawi, vol. 2019, pages 1-3, February.
    7. Xiong, Chang & Chang, Victor & Scuotto, Veronica & Shi, Yujie & Paoloni, Niccolò, 2021. "The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis," Journal of Business Research, Elsevier, vol. 128(C), pages 799-811.
    8. Jeffrey D'Silva & Adriana Ortega & Abdul Sulaiman, 2016. "Influence of Personal and Task Interdependence on Task Conflict and Team Effectiveness," Modern Applied Science, Canadian Center of Science and Education, vol. 10(4), pages 1-95, April.
    9. Amélie Thery & Michel Verstraeten, 2018. "Satisfaction and Perception of Conflict in Teams: Understanding their Relationship and the Importance of Interaction Types," Working Papers CEB 18-014, ULB -- Universite Libre de Bruxelles.

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