Author:
Ayoko Oluremi B.,Pekerti Andre A.
Abstract
PurposeAlthough a great deal of research has focused on the effect of trust on conflict, little research has examined the impact of conflict on trust. The purpose of this paper is to present a model that investigates the relationship between conflict types (task, relationship and process), conflict features (intensity and duration), communication openness (CO) and workplace trust.Design/methodology/approachData were collected from 510 employees from public sector organizations. The authors tested the direct effects of the hypothesized links with linear regressions while the mediation effects were tested using the Sobel test. Finally, the authors followed Kenny and Baron's procedure to test the moderation effects.FindingsResults from the regression analyses confirm that conflict features (intensity and duration) fully mediated the link between conflict types (task, relationship and process) and trust, while CO moderated the relationship between conflict features and trust. In addition, prolonged conflict duration was linked with trust. Implications of the findings are discussed.Research limitations/implicationsThe study is cross sectional and some of our scales have few items. In future, more robust scales in a longitudinal study should be used to further deepen our understanding of the association between the variables in our model. In addition, we have studied the concept of trust as perceived by the employees without distinguishing between high‐ and low‐trust perceptions. Future studies should compare levels of trust associated with the different types of conflict and especially varying magnitude of conflict intensity (e.g. low, mid and high) at different times.Originality/valueThe study provides new insights into the influence that conflict (task, relationship and process) may have on trust and the moderating role of CO in the link between conflict and trust. The paper also offers a practical assistance to group members and leaders that are interested in building trust especially in the presence of conflict.
Subject
Management of Technology and Innovation,Strategy and Management,Communication
Reference68 articles.
1. Amason, A.C. (1996), “Distinguishing the effects of functional and dysfunctional conflict on strategic decision‐making: resolving a paradox for top management teams”, Academy of Management Journal, Vol. 39, pp. 123‐48.
2. Amason, A.C., Hochwarter, W.A., Thompson, K.R. and Harrison, A.W. (1995), “Conflict: an important dimension in successful management teams”, Organizational Dynamics, Vol. 24 No. 2, pp. 20‐35.
3. Ambrose, M.L. and Schminke, M. (2003), “Organizational structure as a moderator of the relationship between procedural justice, interactional justice, perceive organizational support and supervisory trust”, Journal of Applied Psychology, Vol. 88, pp. 295‐305.
4. Andrews, I.R. and Tjosvold, D. (1983), “Conflict management under different levels of conflict intensity”, Journal of Organizational Behavior, Vol. 4 No. 3, pp. 223‐8.
5. Aschenbrener, C.A. and Siders, C.T. (1999), “Managing low‐mid‐intensity conflict in the health care setting”, Physician Executive, Vol. 25 No. 5, pp. 44‐51.
Cited by
33 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献