Intragroup conflict dynamics and their linkages with horizontal power disparity configurations, upper management conflicts and coworker support

Datos Bibliográficos

ID21620133
AutoresMichel Tremblay (0000-0002-5755-144X, HEC Montréal, autor de correspondencia)
Año2023
Volumen34
Número2
Páginas339-366
Fecha de publicación2023-03-10
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaInternational Journal of Conflict Management (JOURNAL)
Identificadores de la revistaISSN: 1044-4068 • E-ISSN: 1758-8545
EditorialEmerald (PUBLISHER)
DOI10.1108/ijcma-04-2022-0078
OpenAlexW4323787446
IdiomaEN
Citas recibidas1
Referencias citadas91

Purpose This study aims to examine how changes in power disparity shape in-groups and upper-level management conflict are associated with intragroup relationship and task conflict variations. It also examines how workplace conflicts relate to focal employees’ perceptions of coworker support. Design/methodology/approach Data were collected from 3,343 respondents for nine years, comprising measurements taken on six occasions in 47 departments and stores of a Canadian retailer. The relationships between, within and across levels were tested using multilevel structural equation modeling. Findings The results showed that higher levels of power concentration vested by a few members or a single person are associated wih higher levels of intragroup conflict than usual. Furthermore, higher levels of task and relationship conflicts at upper management levels are associated with higher-than-usual task and relationship conflicts between nonhierarchical employees. Additionally, a higher-than-usual intragroup task conflict level was associated with lower-than-usual coworker support, supporting the proposed multilevel dynamic model. Research limitations/implications An important limitation of this study is that all variables are self-reported despite using the six-wave repeated measurements, thereby increasing the possibility of inflating some observed relationships. Future research should examine the emergence of a larger spectrum of power dispersion configurations and their role on process conflict. Practical implications Retail managers should legitimize why a high-power concentration occurs when the equal distribution of power is not possible and find ways to minimize the trickle-down effects of conflicts at upper levels on their subordinates. Originality/value This study examines the effect of variability on power configurations and conflict in upper management ranks on conflict dynamic. The findings show that a high-power concentration elicits increasing conflicts, and that there is no empirical evidence that intragroup conflict is associated with positive outcomes

Conflict management · Economics · Management · Multilevel model · Originality · Perception · Political science · Statistics · Structural equation modeling · Conflict Management and Negotiation · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Mathematics · Psychology · Social Psychology