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Conflict Approaches Of Effective And Ineffective Project Managers: A Field Study In A Matrix Organization[1]

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  • Jeffrey Barker
  • Dean Tjosvold
  • I. Robert Andrews

Abstract

The conflict approaches used by project managers in a matrix organization were described by 135 project team engineers. In project teams where the managers used a combination of co‐operative and confirming approaches to conflict, conflicts were judged to have a constructive impact and management was judged to be effective. Conflicts were seen as counterproductive and management was seen as ineffective when the project manager relied upon a combination of competitive and avoiding approaches to conflict. These results provided field data support for a theory of conflict management which has been tested and refined through extensive laboratory research.

Suggested Citation

  • Jeffrey Barker & Dean Tjosvold & I. Robert Andrews, 1988. "Conflict Approaches Of Effective And Ineffective Project Managers: A Field Study In A Matrix Organization[1]," Journal of Management Studies, Wiley Blackwell, vol. 25(2), pages 167-178, March.
    • Handle: RePEc:bla:jomstd:v:25:y:1988:i:2:p:167-178
    DOI: 10.1111/j.1467-6486.1988.tb00030.x
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    Cited by:

    1. Wolf, Joachim & Egelhoff, William G., 2013. "An empirical evaluation of conflict in MNC matrix structure firms," International Business Review, Elsevier, vol. 22(3), pages 591-601.
    2. Sarah Morrison & Samuel Sundong, 2014. "Causes of Conflict in Organizations: A Case of Takoradi Polytechnic," Journal of Education and Vocational Research, AMH International, vol. 5(3), pages 125-137.
    3. Krzysztof Gos, 2015. "The Key Advantages and Disadvantages of Matrix Organizational Structures (Kluczowe zalety i ograniczenia macierzowych struktur organizacyjnych)," Research Reports, University of Warsaw, Faculty of Management, vol. 2(19), pages 66-83.
    4. Maxim Sytch & Franz Wohlgezogen & Edward J. Zajac, 2018. "Collaborative by Design? How Matrix Organizations See/Do Alliances," Organization Science, INFORMS, vol. 29(6), pages 1130-1148, December.
    5. Youmin Xi & Fangcheng Tang, 2004. "Multiplex Multi-Core Pattern of Network Organizations: An Exploratory Study," Computational and Mathematical Organization Theory, Springer, vol. 10(2), pages 179-195, July.
    6. Evren Ayranci, 2019. "Effects of Shared Leadership Perception on Perceived Intragroup Conflict: An Investigation in Technology Startups in Turkey," International Journal of Academic Research in Accounting, Finance and Management Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 9(4), pages 126-143, October.
    7. Ellegaard, Chris & Andersen, Poul Houman, 2015. "The process of resolving severe conflict in buyer–supplier relationships," Scandinavian Journal of Management, Elsevier, vol. 31(4), pages 457-470.
    8. Daniel A. Levinthal & Maciej Workiewicz, 2018. "When Two Bosses Are Better Than One: Nearly Decomposable Systems and Organizational Adaptation," Organization Science, INFORMS, vol. 29(2), pages 207-224, April.

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