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Article: Conflict values and team relationships: Conflict's contribution to team effectiveness and citizenship in china

TitleConflict values and team relationships: Conflict's contribution to team effectiveness and citizenship in china
Authors
Issue Date2003
PublisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www3.interscience.wiley.com/cgi-bin/jabout/4691/ProductInformation.html
Citation
Journal Of Organizational Behavior, 2003, v. 24 n. 1, p. 69-88 How to Cite?
AbstractAlthough conflict has traditionally been considered destructive, especially in collectivist societies like China, recent studies indicate that valuing and approaching conflict can contribute to effective teamwork. A hundred and six pairs of employees and their leaders were recruited from State Owned Enterprises in Shanghai and Nanjing. Employees described their conflict values and relationships. Their immediate supervisors rated the effectiveness of their teams and the extent of their citizenship behavior. Results indicate that positive conflict attitudes and approaching conflict can contribute to strong relationships, which in turn strengthen team effectiveness and employee citizenship. Findings suggest that how conflict values affect relationships and outcomes are more differentiated than originally expected. Results were interpreted as supporting the traditional idea that relationships are critical for effective organization work in China but also challenging future research to understand the processes by which conflict has a positive contribution to work relationships. Copyright © 2003 John Wiley & Sons, Ltd.
Persistent Identifierhttp://hdl.handle.net/10722/177908
ISSN
2015 Impact Factor: 2.986
2015 SCImago Journal Rankings: 2.412
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorTjosvold, Den_US
dc.contributor.authorHui, Cen_US
dc.contributor.authorDing, DZen_US
dc.contributor.authorHu, Jen_US
dc.date.accessioned2012-12-19T09:40:47Z-
dc.date.available2012-12-19T09:40:47Z-
dc.date.issued2003en_US
dc.identifier.citationJournal Of Organizational Behavior, 2003, v. 24 n. 1, p. 69-88en_US
dc.identifier.issn0894-3796en_US
dc.identifier.urihttp://hdl.handle.net/10722/177908-
dc.description.abstractAlthough conflict has traditionally been considered destructive, especially in collectivist societies like China, recent studies indicate that valuing and approaching conflict can contribute to effective teamwork. A hundred and six pairs of employees and their leaders were recruited from State Owned Enterprises in Shanghai and Nanjing. Employees described their conflict values and relationships. Their immediate supervisors rated the effectiveness of their teams and the extent of their citizenship behavior. Results indicate that positive conflict attitudes and approaching conflict can contribute to strong relationships, which in turn strengthen team effectiveness and employee citizenship. Findings suggest that how conflict values affect relationships and outcomes are more differentiated than originally expected. Results were interpreted as supporting the traditional idea that relationships are critical for effective organization work in China but also challenging future research to understand the processes by which conflict has a positive contribution to work relationships. Copyright © 2003 John Wiley & Sons, Ltd.en_US
dc.languageengen_US
dc.publisherJohn Wiley & Sons Ltd. The Journal's web site is located at http://www3.interscience.wiley.com/cgi-bin/jabout/4691/ProductInformation.htmlen_US
dc.relation.ispartofJournal of Organizational Behavioren_US
dc.titleConflict values and team relationships: Conflict's contribution to team effectiveness and citizenship in chinaen_US
dc.typeArticleen_US
dc.identifier.emailHui, C: chunhui@hku.hken_US
dc.identifier.authorityHui, C=rp01069en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1002/job.180en_US
dc.identifier.scopuseid_2-s2.0-0037234546en_US
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0037234546&selection=ref&src=s&origin=recordpageen_US
dc.identifier.volume24en_US
dc.identifier.issue1en_US
dc.identifier.spage69en_US
dc.identifier.epage88en_US
dc.identifier.isiWOS:000180446500004-
dc.publisher.placeUnited Kingdomen_US
dc.identifier.scopusauthoridTjosvold, D=7003755118en_US
dc.identifier.scopusauthoridHui, C=7202876939en_US
dc.identifier.scopusauthoridDing, DZ=7201761108en_US
dc.identifier.scopusauthoridHu, J=7406418062en_US

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