Abstract

https://ssrn.com/abstract=1298592
 
 

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The Bigger They are, the Harder They Fall: Linking Team Power to Conflict, Congruence and Collective Decision-Making Performance


Lindred Greer


Leiden University - Social and Organizational Psychology

Heather M. Caruso


Harvard University

Karen A. Jehn


Melbourne Business School

November 9, 2008

IACM 21st Annual Conference Paper

Abstract:     
In this quasi-experimental, multi-method study, we compare the performance of high-power organizational teams to low-power organizational teams on a decision-making task. Team power is based on the control of resources that enables a team to affect others in the company. We find that low-power teams outperform high-power teams. This effect is fully explained by the higher levels of performance-detracting intragroup process conflict present in high-power teams. Results show that interpersonal power congruence, or the degree to which members agree on the power levels of the members within the team, ameliorates the relationship between team power and process conflict, such that when high-power teams agree on the relative power structure within their team, team power is less positively related to process conflict.

Number of Pages in PDF File: 30


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Date posted: November 11, 2008  

Suggested Citation

Greer, Lindred and Caruso, Heather M. and Jehn, Karen A., The Bigger They are, the Harder They Fall: Linking Team Power to Conflict, Congruence and Collective Decision-Making Performance (November 9, 2008). IACM 21st Annual Conference Paper. Available at SSRN: https://ssrn.com/abstract=1298592 or http://dx.doi.org/10.2139/ssrn.1298592

Contact Information

Lindred Greer (Contact Author)
Leiden University - Social and Organizational Psychology ( email )
Leiden, 2300 RA
Netherlands
Heather M. Caruso
Harvard University ( email )
1875 Cambridge Street
Cambridge, MA 02138
United States
Karen A. Jehn
Melbourne Business School ( email )
200 Leicester Street
Carlton, Victoria 3053 3186
Australia
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