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- Conflict (17)
- Diversity (10)
- Blame; causal attributions; customer’s perception of a company (CPC); customer service; employee deception; image; perceived dishonesty; reputation; sensemaking; qualitative research (1)
- Conflict types; Conflict dimensions; Team viability; Group performance; Emergent states (1)
- Conflict; teams; time (1)
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- Diversity beliefs; diversity construal; group composition; individual differences; subgroup categorization (1)
- Diversity; nationalism; conflict; preference; derogation (1)
- Fault lines; team learning; psychological safety (1)
- Faultline measure; Faultline strength; Faultline distance (1)
- Faultlines; Conflict; Coalition formation; Group entitlement configuration; Team identification (1)
- Leadership (1)
- Team learning; team performance; multidisciplinary teams; crisis management teams; emergency management; transactive memory systems; shared situational awareness; shared mental models; teamwork (1)
- Theory (1)
- Value Theory (1)
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Articles 1 - 30 of 32
Full-Text Articles in Business
Where Perception Meets Reality: The Effects Of Different Types Of Faultline Perceptions, Asymmetries And Realities On Intersubgroup Conflict And Group Outcomes, Lindred Greer, Karen Jehn
Where Perception Meets Reality: The Effects Of Different Types Of Faultline Perceptions, Asymmetries And Realities On Intersubgroup Conflict And Group Outcomes, Lindred Greer, Karen Jehn
Karen A. Jehn
No abstract provided.
Not All Groups Are The Same: The Importance Of Connectedness For Workgroup Outcomes, Sonja Rispens, G Ruel, Karen Jehn
Not All Groups Are The Same: The Importance Of Connectedness For Workgroup Outcomes, Sonja Rispens, G Ruel, Karen Jehn
Karen A. Jehn
No abstract provided.
When Do Faultline And Cross-Categorized Teams Learn? The Role Of Error Culture, Joyce Rupert, Karen Jehn, Astrid Homan
When Do Faultline And Cross-Categorized Teams Learn? The Role Of Error Culture, Joyce Rupert, Karen Jehn, Astrid Homan
Karen A. Jehn
No abstract provided.
Diversity Faultlines And Team Learning: Does Psychological Safety Help?, Joyce Rupert, Karen Jehn
Diversity Faultlines And Team Learning: Does Psychological Safety Help?, Joyce Rupert, Karen Jehn
Karen A. Jehn
No abstract provided.
A Meta-Analysis Of The Relationships Between Diversity, Conflict, And Team Performance, F De Wit, L Greer, Karen Jehn
A Meta-Analysis Of The Relationships Between Diversity, Conflict, And Team Performance, F De Wit, L Greer, Karen Jehn
Karen A. Jehn
Since the meta-analysis by De Dreu and Weingart (2003b) on the effects of intragroup conflict on group outcomes, more than 80 new empirical studies of conflict have been conducted, often investigating more complex, moderated relationships between conflict and group outcomes, as well as new types of intragroup conflict, such as process conflict. To explore the trends in this new body of literature, we conducted a meta-analysis of 116 empirical studies of intragroup conflict (n = 8,880 groups) and its relationship with group outcomes. To address the heterogeneity across the studies included in the meta-analysis, we also investigated a number of …
The Alignment Of Multiple Interdependencies And Workgroup Effectiveness: An Empirical Investigation, Sonja Rispens, Karen Jehn
The Alignment Of Multiple Interdependencies And Workgroup Effectiveness: An Empirical Investigation, Sonja Rispens, Karen Jehn
Karen A. Jehn
No abstract provided.
When Subgroups Fuse And Divide: Effects Of Faultlines On Team Learning And Customer Satisfaction, Joyce Rupert, Karen Jehn
When Subgroups Fuse And Divide: Effects Of Faultlines On Team Learning And Customer Satisfaction, Joyce Rupert, Karen Jehn
Karen A. Jehn
No abstract provided.
Being Different, Yet Similar: Effects Of Faultline Strength And Distance On Team Learning And Performance, Joyce Rupert, Karen Jehn
Being Different, Yet Similar: Effects Of Faultline Strength And Distance On Team Learning And Performance, Joyce Rupert, Karen Jehn
Karen A. Jehn
No abstract provided.
Diversity In Punk Rock Bands: Conflict And Performance, Karen Jehn, Lindred Greer, Don Conlon
Diversity In Punk Rock Bands: Conflict And Performance, Karen Jehn, Lindred Greer, Don Conlon
Karen A. Jehn
No abstract provided.
Persistence And Visibility Of Group Faultlines: The Effects Of Team Identity On The Group Faultlines-Conflict Link, Katerina Bezrukova, Karen Jehn, Madhan Grounder
Persistence And Visibility Of Group Faultlines: The Effects Of Team Identity On The Group Faultlines-Conflict Link, Katerina Bezrukova, Karen Jehn, Madhan Grounder
Karen A. Jehn
We expand the group faultline theory by taking into account the relative importance of various demographics within the group that can trigger the formation of strong group faultlines. We draw on group faultline theory (Lau & Murnighan, 1998), social identity and categorization theories (Turner & Tajfel, 1986), social dominance theory (Sidanius & Pratto, 1999), and evolutionary psychology (Kurzban & Leary, 2001) to predict how group faultlines affect conflict. We propose that the visible demographic characteristics (age, race, and gender) will be more influential than the non-visible (education, tenure, and function) in determining the interaction patterns within the group (Thatcher & …
When Employees Stop Talking And Start Fighting: The Detrimental Effects Of Pseudo Voice In Organizations, G De Vries, Karen Jehn, B Terwel
When Employees Stop Talking And Start Fighting: The Detrimental Effects Of Pseudo Voice In Organizations, G De Vries, Karen Jehn, B Terwel
Karen A. Jehn
No abstract provided.
The Effects Of Alignments: Examining Group Faultlines, Organizational Cultures, And Performance, K Bezrukova, S Thatcher, Karen Jehn, C Spell
The Effects Of Alignments: Examining Group Faultlines, Organizational Cultures, And Performance, K Bezrukova, S Thatcher, Karen Jehn, C Spell
Karen A. Jehn
No abstract provided.
Crooked Conflicts: The Effects Of Conflict Asymmetry In Mediation, Karen Jehn, Joyce Rupert, Aukje Nauta, Seth Van Den Bossche
Crooked Conflicts: The Effects Of Conflict Asymmetry In Mediation, Karen Jehn, Joyce Rupert, Aukje Nauta, Seth Van Den Bossche
Karen A. Jehn
Our main research question is how the asymmetry of conflict between two parties involved in mediation will affect the outcomes of the mediation. Conflict asymmetry is the difference in perceptions of conflict among the parties; that is, one person experiences high levels of conflict while the other person perceives that there is little or no conflict. In this multi-method study of 54 individuals involved in matched-pair mediations in an organizational setting, we examine the effects of conflict asymmetry on satisfaction with the process and results of the mediation, as well as their recommendation of mediation to others. We find that …
The Bigger They Are, The Harder They Fall: Linking Team Power, Conflict, Congruence, And Team Performance, L Greer, H Caruso, Karen Jehn
The Bigger They Are, The Harder They Fall: Linking Team Power, Conflict, Congruence, And Team Performance, L Greer, H Caruso, Karen Jehn
Karen A. Jehn
No abstract provided.
How Relational Closeness Buffers The Effect Of Relationship Conflict On Helpful And Deviant Group Behaviors, S Rispens, L Greer, Karen Jehn, S Thatcher
How Relational Closeness Buffers The Effect Of Relationship Conflict On Helpful And Deviant Group Behaviors, S Rispens, L Greer, Karen Jehn, S Thatcher
Karen A. Jehn
No abstract provided.
In The Short Term We Divide, In The Long Term We Unite: Demographic Crisscrossing And The Effects Of Faultlines On Subgroup Polarization, M Mäs, A Flache, Karen Takács, Karen Jehn
In The Short Term We Divide, In The Long Term We Unite: Demographic Crisscrossing And The Effects Of Faultlines On Subgroup Polarization, M Mäs, A Flache, Karen Takács, Karen Jehn
Karen A. Jehn
No abstract provided.
Embedding The Organizational Culture Profile Into Schwartz’S Universal Value Theory Using Multidimensional Scaling With Regional Restrictions, Ingwer Borg, Patrick Groenen, Karen Jehn, Wolfgang Bilsky, Shalom Schwartz
Embedding The Organizational Culture Profile Into Schwartz’S Universal Value Theory Using Multidimensional Scaling With Regional Restrictions, Ingwer Borg, Patrick Groenen, Karen Jehn, Wolfgang Bilsky, Shalom Schwartz
Karen A. Jehn
Person-organization fit is often measured by the congruence of a person’s values and the values that he or she ascribes to the organization. A popular instrument used in this context is the Organizational Culture Profile (O’Reilly, Chatman, & Caldwell, 1991). The OCP scales its 54 items on eight factors, derived by exploratory factor analysis. We investigate the extent to which the OCP can be embedded into Schwartz’s Theory of Universals in Values (TUV) that is formulated in terms of a circumplex in MDS space. To address this question, we develop a non-standard MDS method that enforces a TUV-based axial regionality …
The Moderating Influence Of Nationalism On The Relationship Between National Diversity And Conflict, Naliah Ayub, Karen Jehn
The Moderating Influence Of Nationalism On The Relationship Between National Diversity And Conflict, Naliah Ayub, Karen Jehn
Karen A. Jehn
To understand the relationship between national diversity and conflict types (relationship and task conflict) in nationally diverse workgroups, we examined group members’ nationalistic attitudes regarding outgroup derogation (nationalistic derogation) and ingroup preference (national ingroup preference). A sample of 131 employees in nationally diverse workgroups was used to examine our hypotheses. A moderating effect of nationalistic derogation was found on the relationship between national diversity and both task and relationship conflict, such that national diversity was more likely to lead to both task conflict and relationship conflict when members had negative attitudes based on nationality toward the outgroup members. National ingroup …
Believing Shapes Seeing: The Impact Of Diversity Beliefs On The Construal Of Group Composition, Astrid Homan, Lindred Greer, Karen Jehn, Lukas Koning
Believing Shapes Seeing: The Impact Of Diversity Beliefs On The Construal Of Group Composition, Astrid Homan, Lindred Greer, Karen Jehn, Lukas Koning
Karen A. Jehn
Previous research has suggested that diversity effects depend on how group members perceive their group’s composition. However, what determines how diversity is perceived is unclear. We argue that the way in which group members construe their group’s diversity is shaped by group members’ beliefs about the value in diversity. Focusing on groups with objective subgroups, we show in two studies that the more group members value diversity, the more likely they are to construe their diversity in terms of individual differences and the less likely they are to construe their diversity in terms of subgroups. We also show that diversity …
The Effects Of Conflict Asymmetry On Work Group And Individual Outcomes, Karen Jehn, Sonja Rispens, Sherry Thatcher
The Effects Of Conflict Asymmetry On Work Group And Individual Outcomes, Karen Jehn, Sonja Rispens, Sherry Thatcher
Karen A. Jehn
We examine the consequences of an often ignored aspect of work group conflict—asymmetric conflict perceptions—for the effectiveness of individuals and groups. Tests of our multilevel hypotheses using data on 51 work groups showed that group conflict asymmetry (the degree to which members differ in perceptions of the level of conflict in their group) decreased performance and creativity in groups. In addition, individual conflict asymmetry (a member perceiving more or less conflict than other group members) explained reported performance and satisfaction with a group. Social processes and a positive group atmosphere mediated this effect.
The Faultline Activation Process And The Effects Of Activated Faultlines On Coalition Formation, Conflict, And Group Outcomes, Karen Jehn, Katerina Bezrukova
The Faultline Activation Process And The Effects Of Activated Faultlines On Coalition Formation, Conflict, And Group Outcomes, Karen Jehn, Katerina Bezrukova
Karen A. Jehn
This research examines the effects of group faultline activation on coalition formation, conflict, and group outcomes. We distinguish between dormant faultlines (potential faultlines based on demographic characteristics) and activated group faultlines (members actually perceive subgroups based on the demographic characteristics) and hypothesize that while dormant faultlines do not automatically turn into active group divisions, a group’s entitlement configuration can activate divisions among group members. Study 1 was a construct validity study to verify the psychometric properties of the activated group faultline measure and explain its connection to other process variables. In Studies 2 and 3, we tested our hypotheses and …
From The Outside In: The Negative Spillover Effects Of Boundary Effects Of Boundary Spanners’ Relations With Members Of Other Organizations, L. Ramarajan, K. Bezrukova, Karen Jehn, M. Euwema
From The Outside In: The Negative Spillover Effects Of Boundary Effects Of Boundary Spanners’ Relations With Members Of Other Organizations, L. Ramarajan, K. Bezrukova, Karen Jehn, M. Euwema
Karen A. Jehn
No abstract provided.
Revisiting Faultline Conceptualization: Measuring Faultline Strength And Distance, Elaine Zanutto, Katerina Bezrukova, Karen Jehn
Revisiting Faultline Conceptualization: Measuring Faultline Strength And Distance, Elaine Zanutto, Katerina Bezrukova, Karen Jehn
Karen A. Jehn
The purpose of this research is to develop a conceptually and methodologically sound measure of group faultlines (demographic alignment of members along multiple attributes within a group). This measure takes into account the concept of faultline strength (the extent of a demographic alignment across members within a group) and, thus far neglected in past work, the concept of faultline distance. This faultline distance measure reflects how far apart the emerging subgroups are on demographic characteristics. This new, more elaborate conceptualization of faultlines is validated by presenting a number of hypothetical examples that demonstrate the distinct properties of faultline measures. We …
Do Workgroup Faultlines Help Or Hurt? A Moderated Model Of Faultlines, Team Identification, And Group Performance, Katerina Bezrukova, Karen Jehn, Elaine Zanutto, Sherry Thatcher
Do Workgroup Faultlines Help Or Hurt? A Moderated Model Of Faultlines, Team Identification, And Group Performance, Katerina Bezrukova, Karen Jehn, Elaine Zanutto, Sherry Thatcher
Karen A. Jehn
In this study we examine a moderated model of group faultlines, team identification, and group performance outcomes. We extend research on faultlines by showing how different faultline bases (social category and information-based faultlines) may have differential effects on the performance of groups. In addition to faultline strength (the extent of demographic alignment across members within a group), we examine the distance between faultline-based subgroups (e.g., two members of age 20 are closer in age to two members of an opposing subgroup of age 25 than of two members of age 50). We test our model using an archival field methodology …
Using Triangulation To Validate Themes In Qualitative Studies, Karsten Jonsen, Karen Jehn
Using Triangulation To Validate Themes In Qualitative Studies, Karsten Jonsen, Karen Jehn
Karen A. Jehn
Purpose – The purpose of this paper is to provide instructional guidance on how to increase validity and reduce subjectivity in qualitative studies, such as grounded theory. The paper also demonstrates how different techniques can help management research by including informants/managers in a time efficient way. Design/methodology/approach – This paper describes how three complementary triangulation methods can be used for validation and exploration of concepts and themes in qualitative studies. Tree graphs, concept mapping, and member checking are applied in a managerial case study, complementing a conventional grounded theory approach. Findings – The paper suggests that naturalistic inquiries, such as …
Cross-Cultural Differences In Conflict Management: An Inductive Study Of Chinese And American Managers, Lorna Doucet, Karen Jehn, Elizabeth Weldon, Xiangming Chen, Zhongming Wang
Cross-Cultural Differences In Conflict Management: An Inductive Study Of Chinese And American Managers, Lorna Doucet, Karen Jehn, Elizabeth Weldon, Xiangming Chen, Zhongming Wang
Karen A. Jehn
Purpose – The purpose of this paper is to compare conflict management behaviors of American and Chinese managers. Its main aim is to uncover cultural differences in the way Chinese and American managers approach conflict – thereby developing a more thorough understanding of conflict management across cultures. Design/methodology/approach – Inductive analysis is used to uncover conflict management constructs that are unique to each culture. Structured interviews and multidimensional scaling techniques are used. Findings – Results show that the conflict management behaviors suggested by American and Chinese managers are different. For Chinese managers alone, embarrassing the colleague and teaching a moral …
Follow Me: Strategies Used By Emergent Leaders In Virtual Organizations, Lindred Greer, Karen Jehn
Follow Me: Strategies Used By Emergent Leaders In Virtual Organizations, Lindred Greer, Karen Jehn
Karen A. Jehn
In this multi-method study, we investigated the strategies used by members who emerged as leaders in organizations communicating primarily via e-mail communication. We hypothesized and found that members who emerged as leaders tended to rely on soft influence tactics, were consistent in their usage of a certain influence tactic, and participated in e-mail exchanges more than other members. Additionally, we found that e-mail style moderated the relationship between soft tactic usage and emergent leadership, such that members who used weak e-mail style when using soft tactics were more likely to emerge as leaders. The use of weak e-mail style, such …
The Effects Of Conflict Types, Dimensions, And Emergent States On Group Outcomes, Karen Jehn, Lindred Greer, Sheen Levine, Gabriel Szulanski
The Effects Of Conflict Types, Dimensions, And Emergent States On Group Outcomes, Karen Jehn, Lindred Greer, Sheen Levine, Gabriel Szulanski
Karen A. Jehn
In this study, we examine three types of conflict (task, relationship, and process) and four dimensions of conflict (emotions, norms, resolution efficacy, and importance) in decision making groups. We also investigate emergent states (e.g., trust, respect, cohesiveness; Marks et al. 2001; Acad Manag Rev 26: 530–547) as mediating the effects of the conflict types and dimensions on group outcomes (productivity and viability). All three types of conflict decreased positive emergent states in groups and this led to a decrease in group viability (the ability of a team to retain its members through their satisfaction and willingness to continue working together; …
Conflict Transformation: A Longitudinal Investigation Of The Relationships Between Different Types Of Intragroup Conflict And The Moderating Role Of Conflict Resolution, Lindred Greer, Karen Jehn, Elizabeth Mannix
Conflict Transformation: A Longitudinal Investigation Of The Relationships Between Different Types Of Intragroup Conflict And The Moderating Role Of Conflict Resolution, Lindred Greer, Karen Jehn, Elizabeth Mannix
Karen A. Jehn
In this longitudinal study, the authors examine the relationships between task, relationship, and process conflict over time. They also look at the role of conflict resolution in determining whether certain forms of intragroup conflict are related to the appearance of other forms of conflict over time. Their findings indicate a negative and long-lasting impact of process conflict occurring early in the team's interaction. Specifically, they find that process conflict, but not task or relationship conflict, occurring early in a team's interaction leads to higher levels of all other conflict types for the remaining interactions of the team. In addition, the …
Towards A Model For Team Learning In Multidisciplinary Crisis Management Teams, Selma Van Der Haar, Karen Jehn, Mein Segers
Towards A Model For Team Learning In Multidisciplinary Crisis Management Teams, Selma Van Der Haar, Karen Jehn, Mein Segers
Karen A. Jehn
Crisis management teams have the duty to perform immediately, reliably and effectively in case of an emergency, crisis or disaster. The teams are composed of members who are diverse in expertise, experience, parent organisation and familiarity. This makes these teams ad hoc multidisciplinary action teams that have to function as a team and perform in a reliable and effective way as quickly as possible. Our expectation is that team learning is very important for establishing this team performance. In this paper, we develop a broad model of how this team learning occurs in crisis management teams, especially in the operational …