INTRAGROUP CONFLICT AND ORGANIZATIONAL PERFORMANCE
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INTRAGROUP CONFLICT AND ORGANIZATIONAL PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background of the Study
This study focuses on intragroup conflict and organisational performance. Intragroup conflict (or infighting) is defined as conflict between two or more members of the same group or team. In recent years, intragroup conflict has gotten a lot of attention in the conflict and group dynamics literature.
This increased interest in analysing intragroup conflict could be a natural consequence of the widespread usage of work groups and teams at all levels of an organisation
such as decision-making task forces, project groups, or production teams. Jehn (2017) distinguished two types of intragroup conflict: task conflict and relational (or emotional) conflict (for example, disagreements in personal values).
As organisations experiment with flatter, more decentralised structures, employees become increasingly interdependent and responsible for more decision-making (Dumaine, 1991; Nohria, 1991). Changes in organisational structure might lead to new conflicts among workers (Janssen, Vande Vliert & Veenstra, 1999).
The workforce is also getting more diversified. More women, minorities, foreign nations, and people with diverse educational and professional backgrounds are entering the workforce. Diverse workforces often suffer different types of conflicts compared to more homogeneous ones (Fiol, 1994; Williams & O’Reilly, 1998).
Recent research highlights the possible benefits of organisational conflict, rather than only its negative effects. This article aims to review recent empirical work and present a contingency perspective on the effects of intragroup conflict in organisations.
It highlights the conditions that determine whether conflict is positive or negative to individual and group functioning. We consider:
(1) the type of conflict that exists;
(2) the desired organisational goal;
(3) the temporal aspect of group life and conflict; and
(4) the circumstances under which conflict occurs and the techniques employed to manage it, which modify the conflict-outcome link. The conflict-outcome moderated (COM) model identifies three types of moderators that influence the relationship:
amplifiers (those that strengthen both positive and negative effects), suppressors (those that weaken both positive and negative effects), and ameliorators (those that decrease negative effects).
Conflict is typically defined as a conflict of interests or opinions. Organisational conflict is a disagreement that occurs when the goals of different individuals or groups are incompatible, affecting each other’s performance and making it harder to achieve their objectives.
It is difficult to prevent conflict throughout the organisational life cycle since different stakeholders outside and within the organisation have distinct interests, such as employer and employee, which are frequently conflicting.
Conflict is a necessary part of existence because people strive for jobs, money, authority, and safety. It is difficult to deal with conflict because it develops emotions when individuals feel threatened, causing tension and anxiety
which leads to an angry and combative response. On this background, the researcher wishes to explore intergroup conflict and organisational performance.
1.2 Statement of the Problem
One of the most obvious causes of intergroup conflict is the nature of the group. Work interdependence, goal variances, perceptual disparities, and an increased demand for specialists are all possible explanations. Furthermore, individual members of a group frequently have a role in the onset of conflict.
Any particular group embodies a variety of features, ideals, or distinguishing characteristics that are developed, adopted, and even defended. The clans can then distinguish between “us” and “them.”
Members who breach essential components of the group, particularly outsiders who affront these principles in any way, typically face a corrective or defensive response.
Relationships between groups frequently reflect their perspectives about one other’s features. When groups share interests and their directions appear to be parallel, each group may perceive the other positively;
nevertheless, if groups’ activities and aims disagree, they may perceive each other negatively. When attempting to prevent or resolve intergroup conflict, it is critical to analyse the history of ties between the groups involved.
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