Using Conflict in OrganizationsCarsten K W De Dreu, Evert Van de Vliert SAGE, 1997年11月24日 - 229 頁 Challenging the common belief that conflict in groups and organizations should be prevented or resolved to maintain or enhance performance, Using Conflict in Organizations offers an alternative perspective by presenting the increasing knowledge on how conflict can enhance individual achievement, the quality of group decision-making and productivity in organizations. Part One provides a general framework which links conflict management to performance and shows how this relationship can be understood. The second and third parts develop and illustrate this framework in a series of thematic chapters. Part Two focuses on performance following intragroup conflict, covering topical areas such as dissent, groupthink a |
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內容
Using Conflict in Organizations | 1 |
Its Value for Productivity | 23 |
The Effectiveness of Mixing Problem Solving and Forcing | 38 |
WITHINGROUP CONFLICT AND PERFORMANCE | 53 |
Minority Dissent in Organizations | 72 |
Increasing | 87 |
Effectiveness and Organizational Performance | 101 |
BETWEENGROUP CONFLICT AND COMPETITION | 116 |
Good News About Competitive People | 129 |
Negotiation as Implicit Coordination | 147 |
Constructive for Whom? The Fate of Diversity Disputes | 161 |
DESIGNING INTERVENTIONS TOWARDS | 177 |
Third Party Consultation as the Controlled Stimulation of Conflict | 192 |
Enhancing Performance by ConflictStimulating Intervention | 208 |
223 | |
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常見字詞
Academy of Management affective conflict affective issues Amason antecedent antecedent conditions attributional bias bargaining Bornstein Carnevale Chapter cognitive conflict condition conflict behaviour conflict issues conflict management conflict stimulation confrontation consensus constructive controversy culture decision quality discussion dispute Dreu dyads effects enhance Erev escalation example flict free rider problem function goals group members groupthink impact increase individual influence ingroup interaction interdependence intergroup competition intergroup conflict International interpersonal intervenor intervention intragroup involved Jehn Journal of Conflict Journal of Personality Management Journal Managing conflict minority dissent motivation negative negotiation Nemeth Organizational Behavior organizational conflict organizations outcomes outgroup participants payoff Personality and Social perspective potential Pratkanis Prisoner's Dilemma problem solving procedures productive Pruitt reduce relationship role Schweiger Self-handicapping single-group situations social dilemma Social Psychology solution solving and forcing stimulating conflict strategic decision structure task team members third party tion tive Tjosvold University of Groningen values Vliert