Preventing Dysfunctional Conflict

This new study by Bradley George, Truls Erikson, and Annaleena Parhankangas sheds light on the interaction between various types of conflict in entrepreneurial teams of venture-backed firms.

Preventing Dysfunctional Conflict

Preventing Dysfunctional Conflict

Using the sample of 59 companies from Norwegian venture capital fund portfolios, the authors investigate interrelationships between task conflict, affective conflict, and process conflict arising in entrepreneurial teams.

Among other, this research partly explains the inconsistencies of results of previous studies on the performance outcomes of different types of conflicts. In addition, by showing that one type of conflict easily transforms into another, the authors indicate that the line between functional (task and process) and dysfunctional (affective) conflicts is rather blurred and nascent entrepreneurs should be wary of all types of conflict. 

Please read "Preventing dysfunctional conflict: examining the relationship between different types of managerial conflict in venture capital-backed firms" here.

Truls Erikson is a professor and director of Centre for Entrepreneurship.

 

 

Published Oct. 10, 2016 1:47 PM - Last modified Feb. 28, 2018 3:17 PM