@article{8050448,
  abstract     = {{In this paper we investigate how effective conflict management in conflict asymmetry situations impacts the quality of cross-functional management teams' performance. During a 5-day business simulation, we explore the consequences of the relational conflicts and conflict asymmetry experienced by team members. We use two different measures of conflict asymmetry: the traditional group conflict asymmetry measurement of Jehn (Adm Sci Q 40: 256-282, 1995) and a social networks method. We find that when some team members evoke more conflict than others, this affects the evolution of team dynamics (and ultimately the performance of the team) even more than high levels of conflict altogether; however, group emotional awareness can mitigate this negative effect and improve the team performance through the appropriate use of conflict management strategies. Since group emotional awareness can be fostered and trained within teams, this is of practical value to improve the performance of cross-functional management teams.}},
  author       = {{Boroş, Smaranda and Van Gorp, Lore and Cardoen, Brecht and Boute, Robert}},
  issn         = {{0926-2644}},
  journal      = {{GROUP DECISION AND NEGOTIATION}},
  keywords     = {{Conflict management strategies,Relational conflict asymmetry,Cross-functional teams,Group emotional awareness,Integration management,Social networks,Field experiment,DECISION-MAKING EVIDENCE,EMOTIONAL INTELLIGENCE,INTRAGROUP CONFLICT,WORK GROUP,TASK CONFLICT,PERFORMANCE,OUTCOMES,RESOLUTION,IMPACT,METAANALYSIS}},
  language     = {{eng}},
  number       = {{2}},
  pages        = {{327--356}},
  title        = {{Breaking silos : a field experiment on relational conflict management in cross-functional teams}},
  url          = {{http://dx.doi.org/10.1007/s10726-016-9487-5}},
  volume       = {{26}},
  year         = {{2017}},
}

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