Breaking Silos: A Field Experiment on Relational Conflict Management in Cross-Functional Teams
Boroş, Smaranda van Gorp, Lore Cardoen, Brecht Boute, Robert
Boroş, Smaranda
van Gorp, Lore
Cardoen, Brecht
Boute, Robert
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Publication Type
Journal article with impact factor
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Supervisor
Publication Year
2017-03
Journal
Group Decision and Negotiation
Book
Publication Volume
26
Publication Issue
2
Publication Begin page
327
Publication End page
356
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Abstract
In this paper we investigate how effective conflict management in conflict asymmetry situations impacts the quality of cross-functional management teams’ performance. During a 5-day business simulation, we explore the consequences of the relational conflicts and conflict asymmetry experienced by team members. We use two different measures of conflict asymmetry: the traditional group conflict asymmetry measurement of Jehn (Adm Sci Q 40:256–282, 1995) and a social networks method. We find that when some team members evoke more conflict than others, this affects the evolution of team dynamics (and ultimately the performance of the team) even more than high levels of conflict altogether; however, group emotional awareness can mitigate this negative effect and improve the team performance through the appropriate use of conflict management strategies. Since group emotional awareness can be fostered and trained within teams, this is of practical value to improve the performance of cross-functional management teams.
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Keywords
35 Commerce, Management, Tourism and Services, 3507 Strategy, Management and Organisational Behaviour, 8.1 Organisation and delivery of services, 7.3 Management and decision making, 16 Peace, Justice and Strong Institutions