To collaborate or not? The moderating effects of team conflict on performance‐prove goal orientation, collaboration, and team performance

Work conflict: Another trigger to smartphone addiction of individuals with high rumination?

With the widespread use of smartphones, many people spend much time on smartphones for shopping, learning, socializing, and so on, which can affect an individual's mental health and work performance. Especially, individual perceived conflict at work may increase their social anxiety and thus raise the risk of their smartphone addiction. This study collected data from 577 corporate employees in China through convenience sampling to explain the influence mechanism of work conflict on smartphone addiction and to verify the moderating role of rumination. Statistical results show that relationship conflicts, task conflicts, and process conflicts positively affect smartphone addiction by enhancing social anxiety. Moreover, rumination positively moderates the relationship between work conflict and smartphone addiction. People with high rumination are more likely to escape reality due to conflict at work, which further enhances their smartphone addiction behaviors. Our study suggests that a relatively harmonious working atmosphere should be established within organizations, especially for employees with rumination. Work conflict is a predisposing factor for social anxiety and smartphone addiction in individuals with high rumination.

Interprofessional Team Conflict Resolution: A Critical Literature Review

INTRODUCTION

Although concern related to conflicts within health care teams has been discussed in the literature, most studies have focused on individuals' personal conflict management style identification or on managers resolving workplace conflicts between parties. The purpose of this review was to identify significant components in the field of conflict with particular attention to conceptual findings that may be integrated into understanding interprofessional health care team conflict and its resolution.

METHODS

A critical review of the conflict literature across many fields was undertaken using the method identified by Grant and Booth, incorporating literature-search, appraisal, synthesis, and analysis.

RESULTS

This critical review explored existing models and schools of thought to provide an overview of how conflict is conceptualized, its focus on interpersonal and workplace issues, team conflict application and training in team conflict resolution, and finally a summary of this review's contribution to interprofessional health care team conflict and its resolution.

CONCLUSIONS

Team conflict is comprised of three forms-relationship, task, and process. When team building occurs that incorporates training in the use of an adapted constructive controversy approach, there is a greater opportunity to enhance the quality of a cooperative approach to patients' care planning. Training in team conflict resolution is needed as a key ingredient to ensure all team members can enhance the effectiveness and quality of interprofessional client-centered collaborative practice. This benefits not only the health providers in the team, but also their clients/patients who are recipients of their shared teamwork.

What hinders team innovation performance? Three-way interaction of destructive leadership, intra-team conflict, and organizational diversity

This paper aims to clarify the impact of destructive leadership on team innovation performance. It also explores the relevant conditions that maximize the above relationship. Specifically we examine how intra-team conflict organizational diversity moderate the relationship between destructive leadership team innovation performance. Finally the three-way interaction between destructive leadership intra-team conflict organizational diversity is analyzed for the worst conditions to maximize the negative effect of destructive leadership on team innovation performance. This paper used a cross-sectional design with questionnaires administered to 87 teams with 479 team members working in Korean manufacturing service firms. It applied a hierarchical regression analysis to test the hypothesized relationships including three-way interaction effect among destructive leadership intra-team conflict organizational diversity on team innovation performance. This paper provided empirical insights about how destructive behaviors of team leader hindered team innovation performance. The three-way interaction effects also revealed that the higher the levels of both intra-team conflict organizational diversity the greater the negative effect of destructive leadership on team innovation performance. This paper demonstrates how team leaders’ behavior team organizational conditions result in discouraging overall innovation outcomes. This paper contributes to the innovation leadership literatures by identifying possible leadership type hindering innovation performance at team level the specific conditions their dynamic interaction strengthening the negative effect of destructive leadership on team innovation performance.