The bigger they are, the harder they fall: Linking team power, team conflict, and performance
AbstractAcross two field studies, we investigate the impact of team power on team conflict and performance. Team power is based on the control of resources that enables a team to influence others in the company. We find across both studies that low-power teams outperform high-power teams. In both studies, higher levels of process conflict present in high-power teams explain this effect fully. In our second study, we show that team interpersonal power congruence (i.e., the degree to which team members' self-views of their individual power within the team align with the perceptions of their other team members) ameliorates the relationship between team power and process conflict, such that when team interpersonal power congruence is high, high-power teams are less likely to experience performance-detracting process conflict.
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Bibliographic InfoArticle provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.
Volume (Year): 116 (2011)
Issue (Month): 1 (September)
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Web page: http://www.elsevier.com/locate/obhdp
Power Intragroup conflict Teams;
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- Harinck, Fieke & De Dreu, Carsten K. W. & Van Vianen, Annelies E. M., 2000. "The Impact of Conflict Issues on Fixed-Pie Perceptions, Problem Solving, and Integrative Outcomes in Negotiation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 81(2), pages 329-358, March.
- Overbeck, Jennifer R. & Park, Bernadette, 2006. "Powerful perceivers, powerless objects: Flexibility of powerholders' social attention," Organizational Behavior and Human Decision Processes, Elsevier, vol. 99(2), pages 227-243, March.
- Edward P. Lazear & Sherwin Rosen, 1979.
"Rank-Order Tournaments as Optimum Labor Contracts,"
NBER Working Papers
0401, National Bureau of Economic Research, Inc.
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