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Team conflict dynamics: Implications of a dyadic view of conflict for team performance · Study

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ArticleTeam conflict dynamics: Implications of a dyadic view of conflict for team performance

Stephen E. Humphrey2017

Article2017

Team conflict dynamics: Implications of a dyadic view of conflict for team performance

Stephen E. Humphrey · Federico Aime · Lily D. Cushenbery · Aaron Hill · Joshua Fairchild

90 citations·0/0 files stored·Organizational Behavior and Human Decision Processes

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Team Dynamics and Performance Job Satisfaction and Organizational Behavior Conflict Management and Negotiation

Abstract

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Citations in this library

Stored only when both papers are in the corpus — 90 citations exist upstream.

References

1977Self-efficacy: Toward a unifying theory of behavioral change.1977Self-efficacy: Toward a unifying theory of behavioral change.2017Exchange and Power in Social Life 1965Exchange and Power in Social Life.1999Psychological Safety and Learning Behavior in Work Teams 1962Power-Dependence Relations 1993Handbook of industrial and organizational psychology 1972The attraction paradigm

Cited by

2020Things Are Not Always What They Seem: The Origins and Evolution of Intragroup Conflict 2018A Network Conceptualization of Team Conflict 2022Abusive Supervision and Employee’s Creative Performance: A Serial Mediation Model of Relational Conflict and Employee Silence 2024The value of congruence in social exchanges: A dyadic trust perspective on servitization 2020Developing coaching skills of managers in global context

Details

Year2017

Typearticle

Published2017-08-17

VenueOrganizational Behavior and Human Decision Processes

ISSN-L0749-5978

Languageen

Citations90

Files0 public / 0

ShelfTeam Dynamics and Performance

Identifiers

doi10.1016/j.obhdp.2017.08.002

openalex_workW2747529181

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