CONFLICT APPROACHES OF EFFECTIVE AND INEFFECTIVE PROJECT MANAGERS: A FIELD STUDY IN A MATRIX ORGANIZATION[1]

Jeffrey Barker, Dean Tjosvold and I. Robert Andrews

Journal of Management Studies, 1988, vol. 25, issue 2, 167-178

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.

Date: 1988
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