The bigger they are, the harder they fall: Linking team power, team conflict, and performance
Across 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.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 116 (2011)
Issue (Month): 1 (September)
|Contact details of provider:|| Web page: http://www.elsevier.com/locate/obhdp|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- 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.
- 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.
- S. Trevis Certo & Richard H. Lester & Catherine M. Dalton & Dan R. Dalton, 2006. "Top Management Teams, Strategy and Financial Performance: A Meta-Analytic Examination," Journal of Management Studies, Wiley Blackwell, vol. 43(4), pages 813-839, 06.
When requesting a correction, please mention this item's handle: RePEc:eee:jobhdp:v:116:y:2011:i:1:p:116-128. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Shamier, Wendy)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.