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Cited by 370Team Dynamics and PerformanceConflict Management and NegotiationLeadership, Behavior, and Decision-Making Studies

The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.

Conflict and Strategic Choice: How Top Management Teams Disagree

Eisenhardt, Kathleen M., Kahwajy, Jean L., Bourgeois, L. J.·1997·California Management Review
DOI 10.2307/41165886
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Abstract

Substantive conflict is natural within top management teams as executives struggle with making high-stakes choices under conditions of ambiguity and uncertainty. Yet, many top management teams fail to sufficiently debate appropriate courses of action. This article reports on a field study of top management teams and examines four managerial levers that can help executives overcome the cognitive, emotional, and political barriers to engaging in conflict. These levers are: build a heterogeneous team; create frequent interactions within that team; cultivate a distinct symphony of roles such as Counselor, Futurist, and Ms. Action around fundamental tensions within managing; and use multiple-lens tactics such as competitor role playing and multiple alternatives to provide unexpected vantage points on key issues.

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Research works printed but not linked: 10

  1. Priem R., 1990, Strategic Management Journal (
  2. Tjosvold D., 1991, The Positive Conflict Orga- nization (Reading
  3. Janis I., 1982, Groupthink: Psychological Studies of Policy Decisions and Fiascos (Boston
  4. D., 1986, Hickson et al
  5. Eisenhardt K., 1988, Academy of Management Journal (
  6. Pelled L. H., 1996, Demographic Diversity in Work Groups: An Assessment of Linkages to Intragroup Conflict and Performance," unpublished manuscript
  7. Pruitt D., 1986, Social Conflict: Escalation, Stalemate, and Settlement (New York
  8. Guetzkow H., 1968, Group Dynamics: Research and Theory (New York
  9. Hackman J.R., 1980, Work Redesign (Reading
  10. Eisenhardt K., But Still Get Along," in V

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Metadata

Authors
Eisenhardt, K. M., Kahwajy, J. L., & Bourgeois, L. J.
ORCID
Eisenhardt, Kathleen M.
Venue
California Management Review
Publisher
SAGE Publications
Published
1997-01
Volume
39
Issue
2
Pages
42-62
ISSN
  • 0008-1256 (ISSN-L)
  • 2162-8564
DOI
10.2307/41165886
OpenAlex
W2031754154
Cited by
370
References
5
Citations by year
2026: 6 · 2025: 10 · 2024: 6 · 2023: 6 · 2022: 9 · 2021: 10 · 2020: 11 · 2019: 8 · 2018: 15 · 2017: 15 · 2016: 17 · 2015: 16 · 2014: 13 · 2013: 18 · 2012: 12
FWCI
11.38
Type
journal article
Language
en
Open access
closed
Locations
California Management Review (publishedVersion)
Topics
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Conflict Management and Negotiation
  • Social Sciences › Decision Sciences › Management Science and Operations Research › Leadership, Behavior, and Decision-Making Studies
Keywords
top management teams, team conflict, strategic choice, decision making under uncertainty, team heterogeneity, team roles, role play, multiple alternatives, organizational politics

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