과업갈등이 프로젝트 팀 성과에 미치는 영향 = 팀효능감의 조절효과

다국어 초록 (Multilingual Abstract)

Team work to accomplish work-related activities in organizations is gaining the increasing popularity. However, for teams to realize their potential benefits, the challenges of working effectively as a team are considerable. One challenge is a conflict among team members due to the actual or perceived differences (Jehn, 1995). Even though a stream of research has been grown recently for an intragroup conflict and its potential effects on team performance and member satisfaction, the effect of intragroup conflict on team performance has been remained as a controversial topic. The search for the potential effects of conflict has been facilitated by distinguishing different types of conflict, task and relationship (Jehn, 1995, 1997; Pelled, 1996). A task conflict, sometimes referred as substantive or cognitive conflict, exists when team members differ in views and opinions about how particular aspects of tasks are accomplished, especially in procedural, policy, resource distribution issues (Amason, 1996; Simon and Peterson, 2000). In contrast, an affective or relationship conflict has an affective element at its core and involves perceived tension and frustration about personal differences such as interpersonal style, attitude and preference and personality. A long-held notion in the conflict literature is that a task conflict may actually be beneficial to team effectiveness, as opposed to a relationship conflict that has been theorized as an exclusively negative factor for teams (Jehn, 1995, 1997; Pelled, 1996). Given the opposite effects of different types of conflict, it would seem easy to resolve this dilemma by simply minimizing a relationship conflict and maximizing a task conflict. However, while a certain amount of agreement exists on the negative effect of relational conflict, the findings concerning a task conflict are not consistent. While task conflicts is generally associated with positive outcomes for teams (Simon and Peterson, 2000), recent a research has indicated that a task conflict may be most beneficial at moderate levels but may have a detrimental impact at higher level (Jehn and Mannix, 2001). Alternatively, a recent meta-analysis examining task conflict impacts suggests that a task conflict may be negatively associated with both group performance and satisfaction outcomes (De Dreu and Weingart, 2002). To analyze the controversial role of a task conflict, some researchers such as Jehn (1997) propose a contingency perspective in the study of team conflict. One promising potential moderator is team efficacy, or the belief by a team that it can be effective (Campion, Medsker and Higgs, 1993; Guzzo and Shea, 1992). A number of studies argues that teams with a high sense of team efficacy are more committed and willing to work hard for the team(Zaccaro, Rittman, and Marks, 2001), and are more effective at managing uncertainty due to the differences or conflicts among team members (Levin and Cross, 2004; Olson, Parayitam, and Bao, 2007). However, to the best of our knowledge, few studies have investigated moderating impact of team efficacy on the relationship between a task conflict and team performance. Following this line of research, this study investigates the moderating effects of team efficacy on the relationship between a task conflict and team performance with a sample of 78 university student teams, comprising 341 respondents (on average 4.37 per team). A series of multiple regression analyses are used to test the hypothesized relationships. Hypothesis 1 predicts that a task conflict is positively related with team performance. Hypothesis 1a, as a contrasting hypothesis, predicts that a task conflict is negatively related to team performance. Hypothesis 2 predicts that the association between a task conflict and team performance will be moderated by team efficacy.The reliability coefficients for the variables are assessed by calculating Cronbach alpha coefficients. The reliability coefficients for all vari

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