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Article
The effects of conflict asymmetry on work group and individual outcomes
The Academy of Management Journal (2010)
  • Karen A. Jehn, Melbourne Business School
  • Sonja Rispens, Eindhoven University of Technology
  • Sherry M. B. Thatcher, University of Louisville
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.
Publication Date
June, 2010
Citation Information
Karen A. Jehn, Sonja Rispens and Sherry M. B. Thatcher. "The effects of conflict asymmetry on work group and individual outcomes" The Academy of Management Journal Vol. 53 Iss. 3 (2010)
Available at: http://works.bepress.com/etty_jehn/3/