理解心理模型、冲突和冲突不对称之间的关系

IF 1.6 Q3 MANAGEMENT

Team Performance Management Pub Date : 2015-09-29 DOI:10.1108/TPM-02-2015-0009

Erich B. Bergiel, Thomas W. Gainey, B. J. Bergiel

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引用次数: 5

摘要

目的-本研究的目的是检验任务和团队共享心理模型(SMMs)与冲突和冲突不对称的多个维度之间的理论假设。smm被视为团队过程的一种潜在机制。虽然目前的研究已经开始阐明它们对功能团队过程的影响，但它们对功能失调过程的影响仍然未知。设计/方法/方法——调查对象是17个商学院研究生班，他们正在进行一学期的小组项目。共收到295份个人回复，其中包括90个(N = 90)团队。研究结果-结果表明，团队的smm减少了冲突和关系冲突不对称的所有维度，而任务的smm增加了冲突和关系冲突不对称的所有维度。研究局限性/启示-本研究捕获了在群体发展的一个阶段，smm对冲突的影响。未来的研究应进一步考察主观动机对家庭冲突的影响。

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Understanding the relationship between mental models, conflict and conflict asymmetry

Purpose – The purpose of this study is to test theoretically based hypotheses linking task and team-shared mental models (SMMs) with multiple dimensions of conflict and conflict asymmetry. SMMs are viewed as an underlying mechanism of team processes. While current research has begun to clarify their influence on functional team processes, their influence on dysfunctional processes is still unknown. Design/methodology/approach – The survey was administered to 17 graduate business classes working on intense semester-long group projects. A total of 295 individual responses were received which comprised 90 (N = 90) teams. Findings – Results suggest that team SMMs reduce all dimensions of conflict and relationship conflict asymmetry, while task SMMs increase all dimensions of conflict and relationship conflict asymmetry. Research limitations/implications – This study captured the influence of SMMs on conflict at one stage of group development. Future research should examine the impact of SMMs on conflict at mu...

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来源期刊

Team Performance Management MANAGEMENT-

CiteScore

3.40

自引率

29.40%

发文量

期刊介绍： This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.