The thesis aims to explore the effect of team dynamics on team and organisational outcomes. Dynamics is a broad term that encompasses all the processes and attitudes that exist between team members and influence the direction of team's performance. Trust, conflict and behavioural integration comprise psychological facets of teamwork and are amongst the most common dynamics of a team. The current study aims to shed light on the perceptions of board members about the level of conflict, trust and behavioural integration during board meetings, which comprise the most critical forum of the group. Trust, conflict and behavioural integration are the primary attitudes, behaviors, and cognitions that arise within the board and encompass the core aspects of teamwork. There is a gap in the literature for examining the role of social-psychological processes and interactions between the board members because access to the boardroom is difficult and the researchers are forced to turn their attention on secondary data and proxies for board behaviors. Although that board of directors is an upper echelons group of executives who can ensure the long-term survival of the organisations, there is scarce of research in studying boards from a team perspective. Until today, we have limited knowledge of team processes, such as conflict, both inside the boardrooms and in the context of strategy implementation. The literature review in this thesis is drawn from multiple disciplines, including management, psychology and sociology, which enable us to gain a deep understanding of team's dynamics. The methodology has been based on a positivist approach since the focus is centered around the data collection process and the statistical interpretation of the findings. Primary data was collected from board members in Nordic countries, namely Denmark, Finland, Sweden, Iceland and Norway. The data was collected with the use of survey method and the findings are based on 186 usable responses. The Nordic corporate governance model remains still the less known outside the Nordic region (Thomsen, 2016) but this thesis postulates that valuable lessons can emanate from its study. The study of the Nordic model could give us useful lessons for the roles of the board and the structure of their organisations. The statistical analysis of the model involved: Descriptive Analysis, Exploratory Factor Analysis (EFA), Confirmatory Factory Analysis (CFA) and Structural Equation Modeling (SEM). The results of this thesis provide theoretical and managerial recommendations for achieving superior board performance. The importance of the role of the Behavioural Integration inside the boardroom is underlined as a significant finding of this study. Moreover, the role of Trust in the board context raises some important questions about its priority since there may be other processes or dynamics which present more clear-cut results on board effectiveness. Furthermore, the deleterious effects of conflict have been underlined. It is also underlined that in this competitive era boards should go beyond fiduciary responsibilities to a more strategic role on a broader range of matters With the exception of a few studies, researchers still to move inside the "black box" of the upper echelons processes and understand how the executives in the board interact. Building a strong board of directors requires a focus beyond demographic characteristics to board interactions. The most effective boards have the strongest board dynamics and are characterized by openness, teamness and collaborative behaviour. The power of the board comes from the ability of the directors to effectively work together and hopefully the current study contributes substantially to the corporate governance field and the way that team processes affect team outcomes.

To better understand the impact of task conflict in work teams, an incremental, multi-level model is developed, which distinguishes individual-level perceptions of conflict from more overt group-level manifestations of conflict. Task conflict is conceptualized as being detrimental for teams only to the extent that it positively predicts relationship conflict. The positive relationship between task conflict and relationship conflict is referred to as conflict spillover. The composition of team members’ underlying beliefs concerning the functional value of task conflict (referred to as conflict values) is examined as a moderator of conflict spillover. It is proposed that perceptual conflict spillover is smaller among team members who hold positive conflict values, and that manifest conflict spillover is smaller among teams composed primarily of members who hold positive conflict values. Hypotheses were tested in a longitudinal study of 59 student teams (294 individuals). At the team level, the diversity of team members’ conflict values was found to moderate manifest conflict spillover, such that the association between task and relationship conflict was significantly positive for teams composed of members who held more diverse conflict values. For teams composed of members who had less diverse conflict values, there was no significant association between manifest task conflict and manifest relationship conflict. As a result of these significant differences in conflict spillover, manifest task conflict indirectly and negatively predicted the task performance and viability of teams containing more diverse conflict values, but did not significantly impact the effectiveness of teams with less diverse conflict values. At the individual level, the significant positive association between perceived task conflict and perceived relationship conflict was not moderated by individual conflict values. However, because of this perceptual conflict spillover, task conflict perceptions also indirectly and negatively predicted team members’ personal willingness to continue working in the team. Results of this dissertation highlight important differences in the ways that conflict operates at the individual and group levels. Having identified the diversity of conflict values as a moderator of manifest conflict spillover, this dissertation outlines areas for further academic and practical knowledge development concerning the prevention of dysfunctional team dynamics.

To better understand the impact of task conflict in work teams, an incremental, multi-level model is developed, which distinguishes individual-level perceptions of conflict from more overt group-level manifestations of conflict. Task conflict is conceptualized as being detrimental for teams only to the extent that it positively predicts relationship conflict. The positive relationship between task conflict and relationship conflict is referred to as conflict spillover. The composition of team members’ underlying beliefs concerning the functional value of task conflict (referred to as conflict values) is examined as a moderator of conflict spillover. It is proposed that perceptual conflict spillover is smaller among team members who hold positive conflict values, and that manifest conflict spillover is smaller among teams composed primarily of members who hold positive conflict values. Hypotheses were tested in a longitudinal study of 59 student teams (294 individuals). At the team level, the diversity of team members’ conflict values was found to moderate manifest conflict spillover, such that the association between task and relationship conflict was significantly positive for teams composed of members who held more diverse conflict values. For teams composed of members who had less diverse conflict values, there was no significant association between manifest task conflict and manifest relationship conflict. As a result of these significant differences in conflict spillover, manifest task conflict indirectly and negatively predicted the task performance and viability of teams containing more diverse conflict values, but did not significantly impact the effectiveness of teams with less diverse conflict values. At the individual level, the significant positive association between perceived task conflict and perceived relationship conflict was not moderated by individual conflict values. However, because of this perceptual conflict spillover, task conflict perceptions also indirectly and negatively predicted team members’ personal willingness to continue working in the team. Results of this dissertation highlight important differences in the ways that conflict operates at the individual and group levels. Having identified the diversity of conflict values as a moderator of manifest conflict spillover, this dissertation outlines areas for further academic and practical knowledge development concerning the prevention of dysfunctional team dynamics.

京都大学 / 0048 / 新制・課程博士 / 博士(経済学) / 甲第22717号 / 経博第620号 / 新制||経||294(附属図書館) / 京都大学大学院経済学研究科経済学専攻 / (主査)教授 関口 倫紀, 教授 若林 直樹, 教授 椙山 泰生 / 学位規則第4条第1項該当 / Doctor of Economics / Kyoto University / DGAM

Disasters such as major floods and heat waves are taking an increasing toll on societies. Like other pressing policy issues, they are complex and cut across sectors, jurisdictions, and professional fields. Addressing these problems requires interorganizational collaboration between heterogeneous organizations and thus, interactions between representatives who may have different professional views and identities. Successful collaboration partly hinges on their capacity to integrate perspectives and develop sustainable working relationships despite differences. This thesis aimed to improve our understanding of the role played by professional differences in perspectives and identities in public-sector interorganizational collaboration. Three specific objectives were pursued in a multilevel approach: 1) To document the role of professional diversity for interorganizational collaboration when considered outside of sectoral or jurisdictional differences; 2) To investigate how salient differences in professional identity affect perceptions and reactions following task disagreement; and 3) To investigate the cognitive and relational pathways by which emotions, conflict perceptions, and information processing can predict decision quality and relationship quality following disagreement. Study 1 examined the experience of interorganizational collaboration in disaster management based on qualitative interviews with professional- and executive-level public servants from relevant Canadian federal organizations. Findings suggested that professional diversity was not by itself a salient issue. The most disempowering type of diversity was differences in mandates, especially when combined with differences in expertise or identities. Study 2 examined whether group composition based on professional identity was associated with differential perception of and reaction to disagreement during interorganizational problem solving. It was based on a small sample of experienced senior risk managers involved in a quasi-experimental simulation. In terms of disagreement perception, nonparametric analyses indicated that interprofessional teams reported more disagreement than homogeneous ones even if observed disagreement did not differ. In terms of reaction, disagreement showed consistent negative associations with reported measures of effectiveness, performance, and relationship quality in homogeneous teams. In contrast, these associations were either positive or nonsignificant in interprofessional teams. Study 3 experimentally tested in a disciplinary-defined university sample whether salient group professional composition affected how people perceived and reacted to a scripted task disagreement. Findings indicated that after experiencing the exact same task disagreement, participants in interprofessional teams were significantly more satisfied with their team than those in homogeneous teams. Path analyses supported the two hypothesized pathways linking emotion following disagreement to integrative decision making and satisfaction: a) a cognitive pathway whereby surprise predicted beneficial outcomes through increased reported task conflict and increased information processing and b) a relational pathway whereby negative emotions predicted detrimental outcomes through increased reported relationship conflict and decreased information processing. As a whole, the thesis improves our understanding of the cognitive and relational roles played by professional diversity in interorganizational collaboration. It provides evidence on the beneficial effects of salient diversity for group cohesion in the face of disagreement. It documents intervening cognitive and relational processes predicting performance and relational quality following task disagreement. Finally, it proposes research avenues whereby social psychology can be leveraged to support the adaptation of public-sector organizations to contemporary challenges in public policy.

Conflitos são fenômenos sociais que ocorrem em qualquer organização; entretanto, apresentam-se mais contundentes (e menos compreendidos) na dinâmica da empresa familiar, em função de efeitos psicodinâmicos exclusivos da interação entre família, gestão e propriedade. Paralelamente, conflitos são também particularmente salientes no contexto ambíguo e complexo das decisões estratégicas, especialmente em ambientes colegiados como os conselhos de administração e consultivos - o alto escalão diretivo das organizações, também considerados a \"caixa-preta\" da governança corporativa. Interseccionando as áreas, este estudo mensura o impacto de potenciais antecedentes das facetas cognitiva e afetiva dos conflitos intragrupais, assim como suas consequências em métricas do processo decisório estratégico (qualidade e adoção da decisão), no contexto particular de conselhos (administração ou consultivo) de empresas familiares brasileiras. Investigando 81 processos decisórios estratégicos em conselhos de 81 empresas familiares distintas, mediante estratégia metodológica survey, verifica-se que: i) o percentual de conselheiros independentes não influi na intensidade das discordâncias cognitivas; ii) enquanto que conselhos caracterizados por elevada \"confiança baseada em competência\" tendem a reduzir conflitos afetivos (pessoais), o percentual de familiares apresenta efeito contrário, elevando-os; iii) a qualidade das decisões estratégicas não é influenciada pelos conflitos cognitivos, mas sim pela faceta afetiva, cuja relação (estatisticamente significativa) apresenta sentido negativo. Implicações teóricas e práticas, assim como sugestões de pesquisa, são discutidas na conclusão. / Conflicts are social phenomena liable to occur in any organizational type; however, they´re more intense (and less understood) in the dynamics of family businesses, due to the unique psychodynamic effects of the interaction between family, management and property. At the same time, conflicts can also be particularly salient in the ambiguous and complex context of boards (the \"black box\" of corporate governance), by the intimate connection with strategic decisions. Intersecting the areas, this study identifies and measures the impact of antecedents and consequences of the cognitive and affective dimensions of intragroup conflicts in the strategic decision-making process (regarding the quality and adoption of strategic decisions), in the particular and favorable context of Brazilian family firms´ boards of directors. Investigating 81 decision-making processes in boards of 81 different family businesses, through survey, it is verified that: i) the percentage of independent directors does not influence the intensity of cognitive disagreements; ii) while boards characterized by high \"trust based on competence\" tend to reduce affective (personal) conflicts, the percentage of family members has an opposite effect, raising them; iii) the quality of strategic decisions is not influenced by the cognitive conflicts, but by the affective facet, presenting negative and significant relation. Theoretical and practical implications, as well as research suggestions, are discussed at the conclusion

Made available in DSpace on 2016-08-03T16:34:54Z (GMT). No. of bitstreams: 1 EDUARLApg1_90.pdf: 536997 bytes, checksum: 2d88f4f2ed8086799deacdb951348683 (MD5) Previous issue date: 2011-05-23 / Resilience is a construct that refers to the ability of human beings to successfully face the adversities of life, overcome them and even be strengthened or changed by them. Fields of psychology research, such as Health Psychology, Positive Psychology and Positive Organizational Behavior, have considered the resilience as an important way to understand the positive and healthy aspects of human beings. This work aims to expand knowledge about the resilience and their relations with other constructs in the organizational context. For this, the objective of this research was to verify the predictive capacity of intragroup conflict (relationship and task), of social support at work (emotional, informational and instrumental) and of professional self-concept (health, realization, self-confidence and competence) on resilience (positive adaptation or acceptance of change, spirituality, resignation towards life, personal competence and persistence in the face of difficulty) of military police. The study included 133 military police officers of a battalion in the state of Sao Paulo, prevailing male subjects (97.7%), mean age 30 years (SD = 5.7). The following scales were used to measure the variables:Resilience Rating Scale reduced, Intragroup Conflict Scale, the Scale of Perceived Social Support at Work and Self-Concept Scale. The data were submitted to descriptive calculations and at analyses of multiple lineal regression standard. The results indicated that the model that grouped the antecedent variables (intragroup conflict, social support at work and professional selfconcept) significantly explained the variance of the dimensions of resilience: 30% of persistence in the face of difficulties, 29% of positive adaptation or acceptance of change, 28% of personal competence and 11% of spirituality. Variables that were statistically significant impact on persistence in the face of difficulties were emotional support at work, whose direction of the prediction was opposite, and confidence, whose direction of prediction was direct. Positive adaptation or acceptance of change was as inverse predictor the health and as direct predictor the self-confidence. The personal competence had a significant impact on the variable selfconfidence, wich was a direct predictor. Spirituality, in turn, had a single significant predictor, the variable realization, whose direction of prediction was direct. The results suggest that among the independent variables, the professional self-concept demonstrated greater explanatory power of the variance in resilience. In light of the theory of the area were discussed these findings. Finally,limitations and the suggestion a research agenda that confirm and expand the results of this research were presented. / A resiliência é um construto que remete à habilidade do ser humano de ter êxito frente às adversidades da vida, superá-las e inclusive, ser fortalecido ou transformado por elas. Campos de investigações da psicologia, como Psicologia da Saúde, Psicologia Positiva e Comportamento Organizacional Positivo, têm considerado a resiliência como uma importante via para a compreensão dos aspectos positivos e saudáveis dos indivíduos. Este trabalho pretendeu ampliar o conhecimento acerca da resiliência e suas relações com outros construtos no contexto organizacional. Para isto, definiu-se como objetivo geral deste estudo verificar a capacidade preditiva do conflito intragrupal (tarefa e relacionamento), do suporte social no trabalho (emocional, informacional e instrumental) e do autoconceito profissional (saúde, realização, autoconfiança e competência) sobre a resiliência (adaptação ou aceitação positiva de mudanças, espiritualidade, resignação diante da vida, competência pessoal e persistência diante das dificuldades) de policiais militares. Participaram do estudo 133 policiais militares de um batalhão do interior do estado de São Paulo, prevalecendo indivíduos do sexo masculino (97,7%), com idade média de 30 anos (DP= 5,7). Para a medida das variáveis foram utilizadas as seguintes escalas validadas: Escala de Avaliação de Resiliência reduzida, Escala de Conflitos Intragrupais, Escala de Percepção de Suporte Social no Trabalho e a Escala de Autoconceito Profissional. Os dados foram submetidos a cálculos descritivos e a análises de regressão linear múltipla padrão. Os resultados indicaram que o modelo que reunia as variáveis antecedentes (conflito intragrupal, suporte social no trabalho e autoconceito profissional) explicou significativamente a variância das dimensões da resiliência: 30% da persistência diante das dificuldades, 29% da adaptação ou aceitação positiva de mudanças, 28% da competência pessoal e 11% da espiritualidade. As variáveis que tiveram impacto estatisticamente importante sobre a persistência diante das dificuldades foram o suporte emocional no trabalho, cuja direção da predição foi inversa, e autoconfiança, cuja direção da predição foi direta. A adaptação ou aceitação positiva de mudanças teve como preditor inverso a variável saúde e como preditor direto a autoconfiança. A competência pessoal teve impacto significativo da variável autoconfiança, que se mostrou um preditor direto. A espiritualidade, por sua vez, teve um único preditor significante, a variável realização, cuja direção da predição foi direta. Os resultados sugerem que dentre as variáveis antecedentes, o autoconceito profissional evidenciou maior poder de explicação da variância da resiliência. À luz da literatura da área foram discutidos estes achados. Por fim, foram apresentadas as limitações e a proposta de uma agenda de pesquisa que contribua para confirmação e ampliação dos resultados desta investigação.