Who has conflicts with whom?: a social capital approach to conflict and creativity in teams

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dc.contributor Combs, James G.
dc.contributor Reynolds, Kristy E.
dc.contributor Labianca, Giuseppe
dc.contributor.advisor Kacmar, K. Michele
dc.contributor.advisor Bachrach, Daniel G.
dc.contributor.author Hood, Anthony Carl
dc.date.accessioned 2017-03-01T14:43:20Z
dc.date.available 2017-03-01T14:43:20Z
dc.date.issued 2011
dc.identifier.other u0015_0000001_0000645
dc.identifier.other Hood_alatus_0004D_10831
dc.identifier.uri https://ir.ua.edu/handle/123456789/1150
dc.description Electronic Thesis or Dissertation
dc.description.abstract Extant team conflict research treats conflict as a shared perceptual team property whereby it is assumed that all of a team's members experience equivalent amounts of conflict. This traditional approach is silent concerning whether team members vary according to how much conflict each team member experiences with each of their team members. This customary treatment of team conflict as a shared perceptual property of the team has led to inconsistent findings in the empirical record concerning the predictive power of the team conflict construct for predicting a team's creativity. In an effort to provide conceptual and empirical clarity to this issue, the present dissertation utilized social capital theory and analysis to examine the relationship between team conflict and team creativity. With its explicit focus on dyadic interactions, social capital is argued to be a more appropriate lens than the conventional paradigm for understanding how and why conflicts between team members influence team members' ability to be creative. It is argued that a social capital approach provides a more rigorous and appropriate test of the theoretical and empirical justifications for the team conflict--team creativity relationship. The dissertation attempted to replicate and extend the findings of previous studies of team conflict and team creativity by utilizing measures of conflict derived using both sociometric and psychometric methods. Results from a lagged study of 132 teams engaged in a complex, 10-week business game simulation revealed that team conflict was predictive of team creativity using the traditional, yet less precise, psychometric method, but was not predictive of team creativity using the sociometric method. The study's inability to replicate previous research findings using the social capital approach calls into question the validity of traditional team conflict approaches for predicting team creativity. Further, the discrepant findings open a new line of inquiry addressing when and under what conditions the social capital approach to conflict predicts team creativity.
dc.format.extent 129 p.
dc.format.medium electronic
dc.format.mimetype application/pdf
dc.language English
dc.language.iso en_US
dc.publisher University of Alabama Libraries
dc.relation.ispartof The University of Alabama Electronic Theses and Dissertations
dc.relation.ispartof The University of Alabama Libraries Digital Collections
dc.relation.hasversion born digital
dc.rights All rights reserved by the author unless otherwise indicated.
dc.subject.other Management
dc.subject.other Entrepreneurship
dc.title Who has conflicts with whom?: a social capital approach to conflict and creativity in teams
dc.type thesis
dc.type text
etdms.degree.department University of Alabama. Dept. of Management and Marketing
etdms.degree.discipline Management
etdms.degree.grantor The University of Alabama
etdms.degree.level doctoral
etdms.degree.name Ph.D.

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