Conflict approaches of effective and ineffective project managers: a field study in a matrix organization

Article Abstract:

The conflict approaches used by project managers in a matrix organization were described by 135 project team engineers. In project teams where the managers used a combination of co-operative and confirming approaches to conflict, conflicts were judged to have a constructive impact and management was judged to be effective. Conflicts were seen as counterproductive and management was seen as ineffective when the project manager relied upon a combination of competitive and avoiding approaches to conflict. These results provided field data support for a theory of conflict management which has been tested and refined through extensive laboratory research. (Reprinted by permission of the publisher.)

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Team Learning from Mistakes: The Contribution of Cooperative Goals and Problem-Solving

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The article examines mistake-driven problem-solving within a framework of developing cooperative rather than competitive goals within corporate teams. Competitive goals foster blaming, which is not related significantly to learning, while cooperative goals promote learning.

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What's new in new forms of organizing? On the construction of gender in project-based work

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The article examines perspective of technology workers towards project-based work.

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