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...

In this study, we examine three types of conflict (task, relationship, and process) and four dimensions of conflict (emotions, norms, resolution efficacy, and importance) in decision making groups. We also investigate emergent states (e.g., trust, respect, cohesiveness; Marks et al. 2001; Acad Manag...

In this paper, we examine the mediating role of relationship, task, and process conflict in the much debated relationship between intra-group trust and group performance. We test these relationships with two different studies, including one longitudinal study of student workgroups. We propose...

In this paper, we present a theoretical model of the spread of conflict within teams, which we refer to as conflict contagion. This model brings a multi-level perspective to the process of intragroup conflict by showing how the presence of interpersonal conflict can spread to other group members...

In this paper, we introduce the concept of faultline solo splits. Faultline solo splits occur when a demographic dividing line in a group separates a single dissimilar group member from a larger subgroup of demographically similar members, as opposed to separating two dissimilar subgroups as has...

Power is an inherent characteristic of social and organizational life, yet little is known about how power differences shape conflict resolution in organizational teams. In this paper, we investigate the effect of team power structures (including the power distance between members in a team as...