The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
RESOLVING THE PARADOX OF CONFLICT, STRATEGIC DECISION MAKING, AND ORGANIZATIONAL PERFORMANCE
Abstract
Strategic decision making influences organizational performance. However, close examination of this relationship reveals a subtle paradox. It appears that the products of strategic decision making, all of which are necessary for enhanced organizational performance, do not peacefully coexist. Conflict seems to be the crux of this conundrum. As such, a better understanding of conflict's effects on strategic decision making is needed This paper integrates a multidimensional conceptualization of conflict Into a model of strategic decision making and organizational performance and develops propositions to guide empirical study of the effects of conflict on strategic decision making.
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Citations
Cites
Power in Top Management Teams: Dimensions, Measurement, and Validation
Finkelstein, S. (1992) · Academy of Management Journal · doi:10.5465/256485 · Cited by 2,389
Negative effects of destructive criticism: Impact on conflict, self-efficacy, and task performance.
Baron, R. A. (1988) · Journal of Applied Psychology · doi:10.1037/0021-9010.73.2.199 · Cited by 408
Effects of the expert, devil's advocate, and dialectical inquiry methods on prediction performance
Schwenk, C. R., & Cosier, R. A. (1980) · Organizational Behavior and Human Performance · doi:10.1016/0030-5073(80)90076-8 · Cited by 132
Cited by
A multimethod examination of the benefits and detriments of intragroup conflict
Jehn, K. A. (1995) · Administrative Science Quarterly · doi:10.2307/2393638 · Cited by 4,050
Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999) · Administrative Science Quarterly · doi:10.2307/2667054 · Cited by 3,359
THE DYNAMIC NATURE OF CONFLICT: A LONGITUDINAL STUDY OF INTRAGROUP CONFLICT AND GROUP PERFORMANCE.
Jehn, K. A., & Mannix, E. A. (2001) · Academy of Management Journal · doi:10.2307/3069453 · Cited by 2,487
Amason, A. C. (1996) · Academy of Management Journal · doi:10.2307/256633 · Cited by 2,584
Self-citationTo your heart's content: a model of affective diversity in top management teams
Barsade, S. G., Ward, A. J., Turner, J. D. F., & Sonnenfeld, J. A. (2000) · Administrative Science Quarterly · doi:10.2307/2667020 · Cited by 599
Managing team interpersonal processes through technology: A task-technology fit perspective.
Maruping, L. M., & Agarwal, R. (2004) · Journal of Applied Psychology · doi:10.1037/0021-9010.89.6.975 · Cited by 417
CONFLICT AND SHARED IDENTITY IN GEOGRAPHICALLY DISTRIBUTED TEAMS
Mortensen, M., & Hinds, P. J. (2001) · International Journal of Conflict Management · doi:10.1108/eb022856 · Cited by 393
Intra-team conflict: the moderating effect of emotional self-leadership
Flores, H. R., Jiang, X., & Manz, C. C. (2018) · International Journal of Conflict Management · doi:10.1108/ijcma-07-2017-0065 · Cited by 30
Metadata
- Authors
- Amason, A. C., & Schweiger, D. M.
- Venue
- International Journal of Conflict Management
- Publisher
- Emerald
- Published
- 1994-03-01
- Volume
- 5
- Issue
- 3
- Pages
- 239-253
- ISSN
- 1044-4068 (ISSN-L)
- OpenAlex
- W1965576840
- Cited by
- 364
- References
- 3
- FWCI
- 13.22
- Type
- journal article
- Language
- en
- Open access
- closed
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