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Cited by 377

The DOI matches its Crossref record; 7 of the 7 references it cites were found in a registry or an index.

How task and person conflict shape the role of positive interdependence in management teams

Janssen, O·1999·Journal of Management
DOI 10.1016/s0149-2063(99)80006-3
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Abstract

A literature-based model defining how task and person conflict modify the relationship between positive goal interdependence and decision-making effectiveness in management teams is presented. The model assumes that positive interdependence fosters effective decision making behaviors only if person conflict interferes with task conflict, but not in cases of one-sided task conflict, one-sided person conflict, or no conflict. Survey results obtained from 102 members of management teams illustrate this complex interactive effect of positive interdependence and type of conflict. The proposed refinement of the classic interdependence paradigm may advance recent theory and research on the role of type of conflict in team decision making.

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Metadata

Authors
Janssen, O.
Venue
Journal of Management
Publisher
SAGE Publications
Published
1999
Volume
25
Issue
2
Pages
117-141
ISSN
0149-2063 (ISSN-L)
DOI
10.1016/s0149-2063(99)80006-3
OpenAlex
W2153978150
Cited by
377
References
7
FWCI
7.60
Type
journal article
Language
en
Open access
closed

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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.

Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.