Conflict management and innovation performance: An integrated contingency perspective
Conflict management and innovation performance: An integrated contingency perspective
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DOI：
10.1177/0092070306286705
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发表时间：
2006-07
影响因子：
18.2
通讯作者：
Michael Song;B. Dyer;R. Thieme
中科院分区：
文献类型：
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作者：
Michael Song;B. Dyer;R. Thieme
近年来，许多组织冲突研究的基本假设发生了变化，使人们对以前一些研究结果的有效性提出了质疑。从冲突是复杂的，多方面的，具体的背景下，本研究需要一个新的视角在创新过程中的背景下，关键的冲突前因，调解人和后果。本研究以290名研发及行销部门经理为研究对象，探讨五种行为冲突处理策略、破坏性冲突与建设性冲突与创新绩效之间的关系。实证结果既支持和质疑一些以前的研究结果在冲突。结果表明，整合，容纳，妥协，迫使和避免冲突处理策略可以有不同的影响，建设性和破坏性冲突的创新背景。
In recent years, many of the basic assumptions underlying organizational conflict research have changed, drawing into question the validity of some previous research findings. Operating from the perspective that conflict is complex, multidimensional, and context specific, this research takes a fresh look at key conflict antecedents, mediators, and consequences in the context of the innovation process. The study investigates the relationships among five behavioral conflict-handling strategies, destructive and constructive conflict, and innovation performance as perceived by 290 R & D and marketing department managers. Empirical results both support and question some of the previous findings in conflict research. The results indicate that integrating, accommodating, compromising, forcing, and avoiding conflict-handling strategies can have different impacts on constructive and destructive conflict in an innovation context.