Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams

Allen C. Amason

doi:10.2307/256633

Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams

Allen C. Amason

Management

Research output: Contribution to journal › Article › peer-review

1800 Scopus citations

Abstract

Top management teams make strategic decisions, and the products of their decision making influence organizational performance. However, a subtle paradox is embedded in this relationship. This study focuses on conflict as the crux of this paradox and provides evidence from two different samples of conflict's consistent yet contradictory effects on decision quality, consensus, and affective acceptance.

Original language	English
Pages (from-to)	123-148
Number of pages	26
Journal	Academy of Management Journal
Volume	39
Issue number	1
DOIs	https://doi.org/10.2307/256633
State	Published - Feb 1996

Scopus Subject Areas

Business and International Management
General Business, Management and Accounting
Strategy and Management
Management of Technology and Innovation

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Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams

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