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This study examines the structure of 105 work groups and management teams to address the question of whether conflict can be beneficial. Multiple methods were used to examine the effects of conflict on both individual- and group-level variables to provide a more refined model of intragroup conflict. Results show that whether conflict was beneficial depended on the type of conflict and the structure of the group in terms of task type, task interdependence, and group norms. Relationship and task conflicts were negatively associated with individuals' satisfaction, liking of other group members, and intent to remain in the group. In groups performing very routine tasks, disagreements about the task were detrimental to group functioning. In contrast, in groups performing nonroutine tasks, disagreements about the tasks did not have a detrimental effect, and in some cases, such disagreements were actually beneficial. Contrary to expectations, norms encouraging open discussion of conflict were not always advantageous. The results suggest that while such norms were associated with an increase in the number and intensity of relationship conflicts, they did not increase members' ability to deal with the conflicts constructively. The model developed here contributes to an integrated perspective on organizational conflict.
While conflict is inevitable in groups and organizations due to the complexity and interdependence of organizational life, theorists have differed about whether it is harmful or beneficial to organizations. Early organizational conflict theorists suggested that conflict is detrimental to organizational functioning (Pondy, 1967; Brown, 1983) and focused much of their attention on the causes and resolution of conflict (Schmidt and Kochan, 1972; Brett, 1984). More recently, researchers have theorized that conflict is beneficial under some circumstances (Tjosvold, 1991; Van de Vliert and De Dreu, 1994).
Empirical research on the effects of conflict in groups and teams has reflected the contradictions found in the theoretical literature. Findings have shown that conflict is associated with reduced productivity and satisfaction in groups (Gladstein, 1984; Wall and Nolan, 1986) and that the absence of disagreement within top management teams and decision-making groups is related to increased performance at the group and organizational levels (Bourgeois, 1980; Schwenk and Cosier, 1993). In contrast, other evidence has demonstrated that conflict within teams improves decision quality and strategic planning, financial performance, and organizational growth (Bourgeois, 1985; Schweiger,...