摘要 早期的組織衝突理論認為衝突對於組織功能有破壞性,所以專注研究衝突的發生原因與如何處理衝突。最近,學者提出理論指出在某些情境下發生衝突是有益的。團體運作研究對於作業衝突與關係衝突做出區分,並且認為這兩種衝突對於績效會有不同的影響。作業衝突是團體成員對於工作內容的討論與觀點、意見上有不一致的知覺。關係衝突是人際間的不協調與一般包含緊張、煩惱、敵意等情緒的知覺。 本研究採問卷調查收集79個工作團體的資料,以瞭解何種衝突對績效是有益的。結果顯示不同類型衝突會有不一樣的影響。任務衝突會促進團體績效。關係衝突會減損績效與工作滿意度。研究結果也顯示工作相依性是一個調節因子,當團體有正向的工作相依性時,關係衝突程度越高時,工作滿意會越低。團體的衝突管理也是一個調節因子,團體使用合群管理行為時,工作衝突程度越高,績效表現會越高。
Abstract Early organizational conflict theorists suggested that conflict is detrimental to organizational functioning and focused much of theirs attention on the causes and resolution conflict. More recently, researchers have theorized that conflict is beneficial under some circumstance. Group process research distinguishes task conflict from relationship conflict and argues that the two have different performance consequence. Task conflict is a perception of disagreements among group member about the context of their decisions and involves different in viewpoint and idea. Relationship conflict is a perception of interpersonal incompatibility and typically includes tension, annoyance, and animosity among group members. Result s of a field survey of 79 work groups to address the question of whether conflict can be beneficial. Results show the whether conflict was beneficial depended on the type of conflict, group condition and conflict management. Task conflict can improve group outcome. Relationship conflict is detrimental to performance and satisfaction. Results examining task interdependence as a moderator showed that the relationship between relationship conflict and satisfaction was negative when group has positive interdependence. Group conflict management as a moderator showed that the relationship between task conflict and performance was positive when disagreeable behaviors were used.