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This study investigates the benefits and detriments of emotional and task‐related conflict in work groups. Group value consensus (GVC), or the extent to which group members share values, and group value fit (GVF), or the degree to which the culture of the group matches the ideal culture envisioned by external parties with control over the group, are hypothesized to decrease conflict. In examining 88 workgroups performing comparable organizational tasks, it was found that groups with low levels of value similarity among members and between the group and governing superiors had higher levels of conflict than groups with high levels of value similarity. As hypothesized, emotional conflict was negatively associated with group performance and satisfaction, while task conflict was positively associated with group performance. The implications of these results for conflict management and group effectiveness are discussed.
Karen A. Jehn (Tue,) studied this question.