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Full-Text Articles in Organizational Behavior and Theory
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 …
Perceptions Of Deception: Making Sense Of Responses To Employee Deceit, Karen Jehn, Elizabeth Scott
Perceptions Of Deception: Making Sense Of Responses To Employee Deceit, Karen Jehn, Elizabeth Scott
Karen A. Jehn
In this research, we examine the effects that customer perceptions of employee deception have on the customers’ attitudes toward an organization. Based on interview, archival, and observational data within the international airline industry, we develop a model to explain the complex effects of perceived dishonesty on observer’s attitudes and intentions toward the airline. The data revealed three types of perceived deceit (about beliefs, intentions, and emotions) and three additional factors that influence customer intentions and attitudes: the players involved, the beneficiaries of the deceit, and the harm done by the perceived lie. We develop a model with specific propositions to …
Diversity And Team Learning: The Impact Of Faultlines And Psychological Safety, Joyce Rupert, Karen A. Jehn
Diversity And Team Learning: The Impact Of Faultlines And Psychological Safety, Joyce Rupert, Karen A. Jehn
Karen A. Jehn
In this field study, we investigated 186 members of 70 management teams and tested the relationship between perceptions of team members 'fault lines' (hypothetical dividing lines in a team under diverse features) and different types of team learning task, process and social learning. From the results showed that when team members fault lines experienced fewer learning task in the team took place. This relationship was mediated by psychological safety. This study complements the literature on team learning, by demonstrating that experienced on different fault lines ways related to team learning, depending on the topic learning relates. In addition, an apparent …