The effects of conflict asymmetry on work group and individual outcomes

K.A. Jehn, S. Rispens, S.M.B. Thatcher

Research output: Contribution to journalArticleAcademicpeer-review

177 Citations (Scopus)
13 Downloads (Pure)

Abstract

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.
Original languageEnglish
Pages (from-to)596-616
Number of pages21
JournalAcademy of Management Journal
Volume53
Issue number3
Publication statusPublished - 2010

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