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팀 내 과업갈등과 관계갈등의 비대칭이 성과에 미치는 영향: 팀 동일시의 매개효과The Effects of Task and Relationship Conflict Asymmetry on Performance in Teams: The Mediating Role of Collective Team Identification

Other Titles
The Effects of Task and Relationship Conflict Asymmetry on Performance in Teams: The Mediating Role of Collective Team Identification
Authors
이찬규최규상
Issue Date
Jul-2018
Publisher
대한경영학회
Keywords
팀 내 갈등 비대칭; 과업갈등 비대칭; 관계갈등 비대칭; 팀 동일시; 팀 성과; Team Conflict Asymmetry; Task Conflict Asymmetry; Relationship Conflict Asymmetry; Collective Team Identification; Team Performance
Citation
대한경영학회지, v.31, no.7, pp 1347 - 1362
Pages
16
Journal Title
대한경영학회지
Volume
31
Number
7
Start Page
1347
End Page
1362
URI
https://scholarworks.sookmyung.ac.kr/handle/2020.sw.sookmyung/4412
DOI
10.18032/kaaba.2018.31.7.1347
ISSN
1226-2234
2465-8839
Abstract
대다수의 팀 내 갈등 연구들은 팀 내 구성원들이 갈등의 수준을 유사하게 인지할 것이라는 공유된 인식(shared property)의 가정 하에 연구가 이루어져왔다. 하지만 이는 팀 내 구성원들이 갈등을 인지하는 수준이다를 수도 있다는 점을 간과하였다. 팀 구성원들 간의 갈등에 대한 다른 인식은 구성원들의 태도와 행동에중요한 영향을 미치게 되므로 구체적으로 살펴볼 필요가 있다. 그러나 국내 연구에서는 팀 내 갈등의 비대칭을고려한 실증연구가 전무한 상황이다. 이러한 시점에 선행연구의 한계점을 보완하고 팀 내 갈등을 보다 폭넓게이해하기 위해 팀 내 갈등 비대칭에 대해 구체적으로 살펴보고자 하였다. 본 연구의 목적은 다음과 같다. 팀 내 갈등 비대칭을 과업갈등 비대칭과 관계갈등 비대칭으로 구분하여고찰해보고 어떠한 메커니즘을 통해 팀 성과에 영향을 미치는지 규명하고자 하였다. 본 연구에서는 팀 내과업갈등 비대칭과 관계갈등 비대칭이 팀 성과에 미치는 영향에서 주요 매개변수로 팀 동일시의 역할에 주목하였다. 공유 멘탈모델 이론에 따르면, 효과적인 과업수행과 팀 내 상호작용을 위해 구성원들 간의 공유된 특정한지식이나 인지는 중요한 역할을 수행한다. 만약 팀 내 구성원들 간에 과업갈등을 인지하는 정도의 차이가발생한다면 팀 전체가 하나가 되어 함께 과업수행은 물론 팀 동일시에 어려움을 겪게 될 것이다. 뿐만 아니라팀 구성원들이 관계갈등을 서로 다르게 인지한다면 상호간의 이해와 원활한 의사소통이 어렵게 되어 구성원들간의 대인적 마찰과 불협화음은 증폭될 것이다. 뿐만 아니라 관계갈등에 대한 인식의 수준이 서로 다르다면부정적인 정서적 반응과 비생산적인 태도 및 행동을 유발하여 팀과 동일시가 어렵게 되며 결과적으로 팀성과를 향상시키기 어렵게 될 것이다. 75개의 팀을 대상으로 설문자료를 수집하여 분석한 결과, 팀 내 과업갈등비대칭과 관계갈등 비대칭은 팀 동일시에 부(-)적인 영향을 미치고 팀 동일시는 팀 성과에 정(+)적인 직접효과가 있는 것으로 나타났으며, 팀 내 과업갈등의 비대칭과 관계갈등의 비대칭 모두 팀 성과간의 관계에서 팀동일시가 매개하는 것으로 나타났다. 본 연구는 팀 내 구성원들 간의 갈등에 대한 인식의 차이를 고려하여팀 성과에 미치는 영향관계를 보다 논리적으로 설명하기 위해 팀 동일시의 매개효과를 실증적으로 검증한연구로서 주목할 만하다.
To date, a great deal of intra-team conflict research has focused on the effect of each types of conflict (task conflict and relationship conflict) on team effectiveness. However, these studies on intra-team conflict have been examined under the assumption that all team members perceive the similar amount of conflict as a shared team property. This assumption has ignored the possibility that team members can differ in their perceptions of the degree of conflict. To better understand intra-team conflict, it is necessary to examine the effect of task and relationship conflict asymmetry on team performance, because the perceived conflict differences among team members influence their attitudes and behaviors. Even if different perceptions in task and relationship conflict may provide implications for team performance, there is dearth of research regarding how two types of conflict asymmetry influence team performance. In particular, it is needed to explore the mechanism why and how team conflict asymmetry influences team performance. This research suggested collective team identification as a mechanism through which task conflict asymmetry and relationship conflict asymmetry may affect team performance. Based on shared mental model theory, the relationship between two types of conflict asymmetry and collective team identification can be explained. More specifically, task-related mental model includes knowledge of task components, processes, team relevant goals and requirements for task-related performance. On the other hand, team-related mental model involves information with respect to the knowledge, skills, abilities and interpersonal interaction requirements of team members. Shared mental model allows team members to interpret information on task and team work in the same fashion, share accurate prediction regarding future events. Therefore, it is important for team members to hold similar mental models such as task-related and team-related mental models to perform well. If there is within-team consensus on knowledge of task, processes, and requirements for effective task performance (i.e., task-related mental models) as well as knowledge, abilities, skills, and preferences of team members and requirements for interpersonal interaction (i.e., team-related mental models), this leads to better team processes such as coordination, communication, and cooperation. However, if team members holding different perceptions of conflict work together as a whole, they may have a hard time communicating with one another and accomplishing the task collectively. Such miscommunications and misunderstandings among members may interfere with not only team process and team functioning but also team identification with the team. Drawing on this perspective, when team members perceive discrepancy in task and relationship conflict, it is difficult to for members engage in beneficial interactions, work together, and identify with their team. Data collected from 75 teams of South Korean companies have shown that two types of conflict asymmetry are negatively related to collective team identification as well as collective team identification is positively associated with team performance. Furthermore, collective team identification mediates the associations between two types of conflict asymmetry and team performance. Present study contributes to the existing literature on intra-team conflict research. This research provides insights into how dispersion of task conflict and relationship conflict affects team performance, examining the unexplored mechanism. Different perceptions in task conflict and relationship conflict among team members may provide implications for team performance. Especially, to account for better understanding of conflict asymmetry in a team, shedding light on the mechanism through which two types of conflict asymmetry influence team performance is meaningful. Finally, limitations, implications, and future directions for conflict research are discussed.
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