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dc.contributor.authorMcLarnon, Matthew, J. W.
dc.contributor.authorLarson, Nicole, L.
dc.contributor.authorO'Neill, Thomas, A.
dc.date.accessioned2018-02-16T15:52:12Z
dc.date.available2018-02-16T15:52:12Z
dc.date.issued2018-04
dc.identifier.citationMcLarnon, M. J. W., Larson, N. L., & O’Neill, T. A. (2018, April). A Latent Transition Analysis of Team Conflict Profiles. Poster presented at the 33rd Annual Meeting of the Society for Industrial and Organizational Psychology, Chicago, IL.en_US
dc.identifier.urihttp://hdl.handle.net/10323/4637
dc.description.abstractAlthough team conflict is often described as being dynamic in nature, little research has investigated change in conflict over time. Taking a team-centered perspective and using latent transition analysis, this study examined the profiles of team conflict that emerge over time, and the transitions between profiles that teams experience. This study also explored the influence that different patterns of transitions have on team performance outcomes. Results underscored the presence of an ideal type of conflict (i.e., high task conflict, combined with low relationship and process conflict), but also highlighted when, during a team’s lifecycle, this ideal type of conflict can be optimal for team performance and innovation.en_US
dc.language.isoen_USen_US
dc.publisherSociety for Industrial and Organizational Psychologyen_US
dc.subjectteam conflict, latent profile analysis, latent transition analysisen_US
dc.titleA latent transition analysis of team conflict profilesen_US
dc.typeConference Paperen_US
dc.typeConference Posteren_US


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