Group Decision-Making Effectiveness: The Effect of Conflict

34 Pages Posted: 7 Jun 2003

See all articles by Malcolm Clark

Malcolm Clark

Edith Cowan University, Western Australia

Anthony E. Boardman

University of British Columbia (UBC) - Division of Strategy and Business Economics

Date Written: April 2003

Abstract

This study develops a model of the determinants of individual commitment to the implementation of the decision (decision commitment). Decision commitment requires each individual in a decision-making group to understand the hows, whys and wherefores of the group decision (decision understanding). Attaining decision understanding comes about through constructive controversy, referred to as task conflict in this study. However, the generation of task conflict may lead to tension in the group, referred to here as relationship conflict, which has a negative effect on decision understanding and decision commitment. Relationship conflict and decision understanding mediate between task conflict and decision commitment to form a model of the decision-making process. Decision-making effectiveness is a function of both decision commitment and decision understanding. The model is tested by partial least squares analysis with latent variables using the results from a sample of eighty-four MBA students who worked in groups of four in a laboratory setting on a strategic management case study written specifically for this study. The hypothesised relationships among the variables are confirmed. Relationship conflict and decision understanding both have intervening roles between task conflict and decision commitment. An important finding is that high relationship conflict, not high task conflict, leads to lack of decision commitment. Group decision-making effectiveness is found only at moderate levels of relationship conflict, not at high levels of relationship conflict.

Suggested Citation

Clark, Malcolm and Boardman, Anthony E., Group Decision-Making Effectiveness: The Effect of Conflict (April 2003). 16th Annual IACM Conference Melbourne, Australia; Sauder School of Business Working Paper. Available at SSRN: https://ssrn.com/abstract=401120 or http://dx.doi.org/10.2139/ssrn.401120

Malcolm Clark (Contact Author)

Edith Cowan University, Western Australia ( email )

100 Joondalup Drive
JOONDALUP WA 6027
Australia

Anthony E. Boardman

University of British Columbia (UBC) - Division of Strategy and Business Economics ( email )

2053 Main Mall
Vancouver, British Columbia
Canada

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