民营企业创业团队冲突：原因及对绩效影响分析
|
摘要
摘要：创业活动对国家经济发展至关重要,随着改革开放和思想认识的变化,创业在我国呈现日趋增长的趋势,而创业团队爆发冲突的现象也频繁出现。团队冲突作为企业和组织管理的突出问题受到了学术研究的重视,本文在已有团队冲突研究理论与方法的基础上,结合我国创业企业实际,分析我国民营企业创业团队冲突产生的原因,对企业经营的影响和相应的管理机制。
本文首先通过案例分析的方法对我国创业企业团队冲突的现状进行了分析。在调研的基础上对我国民营企业创业团队的冲突原因及创业团队冲突对企业绩效的影响做了较系统的实证分析。主要发现有：(1)部分团队人口统计特征对我国创业企业团队冲突产生影响,其中年龄、教育程度和职业经验异质性均对创业团队任务冲突有正向影响,而团队成员性别异质性对团队任务冲突没有显著影响；创业团队成员性别异质性与情绪冲突显著负相关,年龄异质性则对情绪冲突有正向影响,受教育程度和职业经验异质性则对情绪冲突没有显著影响。(2)在团队结构特征中,团队规模对任务冲突和情绪冲突均没有显著影响,而团队成员互补程度则与任务冲突和情绪冲突均呈现显著的正相关关系。(3)团队成员间认知差异对任务冲突没有显著影响,对情绪冲突则存在显著的正向影响。
本文创新性地从企业家生命周期的视角出发,分析在不同的企业家生命周期阶段,创业团队冲突对企业绩效的影响。实证分析发现：在不区分企业家生命周期时,任务冲突对企业的经营绩效和创新绩效没有显著影响,而关系冲突则对企业绩效有显著的负向影响。当将样本分为企业家生命周期初期和中后期两组之后,发现在企业家生命初期任务冲突对企业绩效有显著的负向影响,而在中后期则变成了显著的正向影响；对于关系冲突而言,在企业家生命周期初期,关系冲突对企业绩效的影响虽然为正但不显著,而在中后期则对企业绩效有显著的负向影响。
本文将研究视角延展到创业企业上市后,利用上市公司公开数据对创业企业上市后原始管理团队冲突进行了研究。利用我国中小企业板和创业板的上市公司作为研究样本进行分析发现：当创业企业上市后,管理团队冲突依然存在,原始管理团队离开上市公司的现象较为普遍,并且这种现象在中小板和创业板均存在。进一步通过对管理团队冲突对企业经营绩效的影响分析发现,当创业企业上市后,存在管理团队冲突的上市公司比不存在冲突的公司的经营绩效表现差,二者存在显著差异,这种关系在中小板和创业板公司中均存在,并且在创业板公司中表现尤为明显。随着企业的上市,企业的经营应该表现为更加成熟,然而本文的分析表明,当我国的创业企业上市后其管理团队冲突依然存在,并且在资本市场的大环境下很可能表现为新的和更为严重的冲突形式。以往对于团队冲突的研究多是通过问卷调查获取数据,本文在此基础上还对上市后的创业企业与团队进行了研究,通过上市创业企业的公开数据分析创业团队冲突对企业绩效的影响,不仅为创业企业发展成熟后的团队冲突研究进行了补充,也为高管团队冲突研究提供了一种新的视角。
最后,本文分析了不同冲突管理方式对团队冲突和企业绩效的影响,发现合作型冲突管理方式对团队冲突起到抑制作用,并且有利于企业绩效的提高,而竞争型冲突管理方式则相反,不仅加剧了团队冲突的发生,对企业绩效也起到负面作用,而回避型冲突管理方式则对团队冲突和企业绩效均不存在显著影响。在实证分析的基础上,本章提出了我国民营企业团队冲突的治理策略,首先应加强合作式团队文化的建设,以期通过合作性冲突管理方式预防和减少团队冲突的发生；其次结合我国文化背景,探讨了回避型冲突管理方式在我国民营企业团队中可能起到的作用；最后提出,当冲突已经发生并较为严重时,可通过引入第三方而进行有效的调解,避免冲突的进一步升级。
本文的研究意义在于以往对于我国创业团队冲突的研究较少,并且往往局限于对绩效的影响上,本文将团队冲突理论应用于我国民营企业创业团队冲突中,从团队冲突产生的原因、冲突对绩效的影响、冲突的处理方式与治理机制几个方面系统性分析创业团队冲突的前因后果。既是对团队冲突理论的拓展同时也丰富了创业团队冲突的相关研究。本文的研究成果为我国创业团队冲突的原因与影响提供有力的经验证据,对于指导创业团队改善团队结构,避免冲突的发生有较强的现实指导意义。
ABSTRACT:Entrepreneurial activity plays very important role in a country'economy, the amount of entrepreneurial activity goes up steadily after the reform and open-up policy. However, conflict in the management team of entrepreneurial firms is also very popular in China. Based on the theory and method of team conflict study, this paper analyzes the reason, influence and governance mechanism in the management team of China's entrepreneurial firms.
Firstly, this paper descripes the basic condition of the conflict in the management team of China's entrepreneurial firms through the method of case study. Then I obtain data of China's entrepreneurial firms' management team conflict, team structure, type of conflict management and firm performance through questionnare. Based on the data from the questionnaire this paper study the determinants of management team task conflict and relationship conflict, from team members'demographic characteristic, team structure and team member recognition heterogenicity. The results show that the heterogenicities of age, education level and occupation experience are positively related to team task conflict, while knowledge complementation level is negatively related to task conflict; in the other hand, heterogenicities of age and recognition have positive effect on relationship conflict, while gender heterogenicity and knowledge complementation level have negative effect on relationship conflict.
Then this paper studies differences of the relationship between the conflict of management team and firm performance due to the life cycle of entrepreneur. We find that during different stage of life cycle of entrepreneur, the relationship between conflict of management team and firm performance is different. In the earlier stage of life cycle of entrepreneur, there is a significant negative relationship between task conflict and firm performance while there is no significant relation between relationship conflict and firm performance. In the later stage of life cycle of entrepreneur, there is a significant positive relationship between task conflict and firm performance while the relationship conflict has significant negative impact on firm performance.
Further more, this paper studies the conflict of management team and its impact on firm performance after Initial Public Offerings(IPO). Taking private companies from China small and mid enterprise board and growth enterprises board as our research sample, I find that there is significant management team conflict in private firms after IPO, and the management team conflict has significant impact on firm performance, which should be paid attention by firms that will go public or are already in the listed companies.
Finally, this paper studies how does conflict-handling style can impact team conflict and firm performance. The empirical results show that cooperation has negative effect on team conflict and can increase firm performance, while competition is positively related to team conflict and has negative effect on firm performace, the relation between avoiding and team conflict as well as firm performance is not significant. Based on the empirical analysis results, this paper suggests several strategies to manage and handle China's entrepreneurial firms'management team conflict. First of all, cooperation should be encouraged in management team to prevent and decrease the harmful conflict. Secondly, according to China's special culture background, I propose that avoiding is also a goog choice to China's entrepreneurial firms' management team which can play a positive role together with cooperation strategy. At last, when conflict is happening, third party can be introduced into the handling process to solve the conflict.
本文首先通过案例分析的方法对我国创业企业团队冲突的现状进行了分析。在调研的基础上对我国民营企业创业团队的冲突原因及创业团队冲突对企业绩效的影响做了较系统的实证分析。主要发现有：(1)部分团队人口统计特征对我国创业企业团队冲突产生影响,其中年龄、教育程度和职业经验异质性均对创业团队任务冲突有正向影响,而团队成员性别异质性对团队任务冲突没有显著影响；创业团队成员性别异质性与情绪冲突显著负相关,年龄异质性则对情绪冲突有正向影响,受教育程度和职业经验异质性则对情绪冲突没有显著影响。(2)在团队结构特征中,团队规模对任务冲突和情绪冲突均没有显著影响,而团队成员互补程度则与任务冲突和情绪冲突均呈现显著的正相关关系。(3)团队成员间认知差异对任务冲突没有显著影响,对情绪冲突则存在显著的正向影响。
本文创新性地从企业家生命周期的视角出发,分析在不同的企业家生命周期阶段,创业团队冲突对企业绩效的影响。实证分析发现：在不区分企业家生命周期时,任务冲突对企业的经营绩效和创新绩效没有显著影响,而关系冲突则对企业绩效有显著的负向影响。当将样本分为企业家生命周期初期和中后期两组之后,发现在企业家生命初期任务冲突对企业绩效有显著的负向影响,而在中后期则变成了显著的正向影响；对于关系冲突而言,在企业家生命周期初期,关系冲突对企业绩效的影响虽然为正但不显著,而在中后期则对企业绩效有显著的负向影响。
本文将研究视角延展到创业企业上市后,利用上市公司公开数据对创业企业上市后原始管理团队冲突进行了研究。利用我国中小企业板和创业板的上市公司作为研究样本进行分析发现：当创业企业上市后,管理团队冲突依然存在,原始管理团队离开上市公司的现象较为普遍,并且这种现象在中小板和创业板均存在。进一步通过对管理团队冲突对企业经营绩效的影响分析发现,当创业企业上市后,存在管理团队冲突的上市公司比不存在冲突的公司的经营绩效表现差,二者存在显著差异,这种关系在中小板和创业板公司中均存在,并且在创业板公司中表现尤为明显。随着企业的上市,企业的经营应该表现为更加成熟,然而本文的分析表明,当我国的创业企业上市后其管理团队冲突依然存在,并且在资本市场的大环境下很可能表现为新的和更为严重的冲突形式。以往对于团队冲突的研究多是通过问卷调查获取数据,本文在此基础上还对上市后的创业企业与团队进行了研究,通过上市创业企业的公开数据分析创业团队冲突对企业绩效的影响,不仅为创业企业发展成熟后的团队冲突研究进行了补充,也为高管团队冲突研究提供了一种新的视角。
最后,本文分析了不同冲突管理方式对团队冲突和企业绩效的影响,发现合作型冲突管理方式对团队冲突起到抑制作用,并且有利于企业绩效的提高,而竞争型冲突管理方式则相反,不仅加剧了团队冲突的发生,对企业绩效也起到负面作用,而回避型冲突管理方式则对团队冲突和企业绩效均不存在显著影响。在实证分析的基础上,本章提出了我国民营企业团队冲突的治理策略,首先应加强合作式团队文化的建设,以期通过合作性冲突管理方式预防和减少团队冲突的发生；其次结合我国文化背景,探讨了回避型冲突管理方式在我国民营企业团队中可能起到的作用；最后提出,当冲突已经发生并较为严重时,可通过引入第三方而进行有效的调解,避免冲突的进一步升级。
本文的研究意义在于以往对于我国创业团队冲突的研究较少,并且往往局限于对绩效的影响上,本文将团队冲突理论应用于我国民营企业创业团队冲突中,从团队冲突产生的原因、冲突对绩效的影响、冲突的处理方式与治理机制几个方面系统性分析创业团队冲突的前因后果。既是对团队冲突理论的拓展同时也丰富了创业团队冲突的相关研究。本文的研究成果为我国创业团队冲突的原因与影响提供有力的经验证据,对于指导创业团队改善团队结构,避免冲突的发生有较强的现实指导意义。
ABSTRACT:Entrepreneurial activity plays very important role in a country'economy, the amount of entrepreneurial activity goes up steadily after the reform and open-up policy. However, conflict in the management team of entrepreneurial firms is also very popular in China. Based on the theory and method of team conflict study, this paper analyzes the reason, influence and governance mechanism in the management team of China's entrepreneurial firms.
Firstly, this paper descripes the basic condition of the conflict in the management team of China's entrepreneurial firms through the method of case study. Then I obtain data of China's entrepreneurial firms' management team conflict, team structure, type of conflict management and firm performance through questionnare. Based on the data from the questionnaire this paper study the determinants of management team task conflict and relationship conflict, from team members'demographic characteristic, team structure and team member recognition heterogenicity. The results show that the heterogenicities of age, education level and occupation experience are positively related to team task conflict, while knowledge complementation level is negatively related to task conflict; in the other hand, heterogenicities of age and recognition have positive effect on relationship conflict, while gender heterogenicity and knowledge complementation level have negative effect on relationship conflict.
Then this paper studies differences of the relationship between the conflict of management team and firm performance due to the life cycle of entrepreneur. We find that during different stage of life cycle of entrepreneur, the relationship between conflict of management team and firm performance is different. In the earlier stage of life cycle of entrepreneur, there is a significant negative relationship between task conflict and firm performance while there is no significant relation between relationship conflict and firm performance. In the later stage of life cycle of entrepreneur, there is a significant positive relationship between task conflict and firm performance while the relationship conflict has significant negative impact on firm performance.
Further more, this paper studies the conflict of management team and its impact on firm performance after Initial Public Offerings(IPO). Taking private companies from China small and mid enterprise board and growth enterprises board as our research sample, I find that there is significant management team conflict in private firms after IPO, and the management team conflict has significant impact on firm performance, which should be paid attention by firms that will go public or are already in the listed companies.
Finally, this paper studies how does conflict-handling style can impact team conflict and firm performance. The empirical results show that cooperation has negative effect on team conflict and can increase firm performance, while competition is positively related to team conflict and has negative effect on firm performace, the relation between avoiding and team conflict as well as firm performance is not significant. Based on the empirical analysis results, this paper suggests several strategies to manage and handle China's entrepreneurial firms'management team conflict. First of all, cooperation should be encouraged in management team to prevent and decrease the harmful conflict. Secondly, according to China's special culture background, I propose that avoiding is also a goog choice to China's entrepreneurial firms' management team which can play a positive role together with cooperation strategy. At last, when conflict is happening, third party can be introduced into the handling process to solve the conflict.
引文
[1]Ahlstrom, D., Bruton, G, and Yeh, K. Venture capital in China:Past, present, and future. Asia Pacific Journal of Management,2007,24:247-268
[2]Alper, S., Tjosvold, D.,& Law, K. S. (1998). Interdependence and controversy in group decision making:Antecedents to effective self-managing teams. Organizational Behavior and Human Decision Processes,74(1),33-52.
[3]Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal,39(5), 1154-1184.
[4]Amason, A. C.,&Schweiger, D. M. (1994). Resolving the paradox of conflict, strategic decision making, and organizational performance. International Journal of Conflict Management.5,239-253.
[5]Amason. A. C. (1996). Distinguishing the effects of functional and dysfunctional conflicton strategic decision making:Resolving a paradox for top management teams. Academy of Management Journal.39,129-148.
[6]Amason, A. C.,& Sapienza, H. J. (1997). The effects of top management team size and interaction norms on cognitive and affective conflict. Journal of Management,23(4),495-516.
[7]Amason, A. C., Thompson, K. R., Hochwarter, W. A.,& Harrison, A. W. (1995). Conflict-an important dimension in successful management teams. Organizational Dynamics,24(2),20-35.
[8]Amason, A. C.&Mooney, A. C., The effects of Past Performance on Top Management team conflict in strategic decision making[J].International Journal of Conflict Management,1999,10(4):340-359
[9]Anderson, N., De Dreu, C. K. W.,& Nijstad, B. A. (2004). The routinization of innovation research:A constructively critical review of the state-of-the-science. Journal of Organizational Behavior,25(2),147-173.
[10]Anderson, N. R.,& King, N. (1993). Innovation in organizations. In:Cooper, c. L. And Robertson, i. T. (eds). International Review of Industrial Organizational Psychology:Wiley, Chichester.
[11]Anderson, N. R.,& West, M. A. (1998). Measuring climate for work group innovation:Development and validation of the team climate inventory. Journal of Organizational Behavior,19(3),235-258.
[12]Arazy O, Nov O, Patterson R, et al. Information quality in Wikipedia:The effects of group composition and task conflict[J]. Journal of Management Information Systems,2011,27(4):71-98.
[13]Bantel, K. A., and Jackon, S. E. (1989). Top management and innovation in banking:Does the composition of the top team make a difference? Strategic Management Journal.10,107-112.
[14]Barki, Hartwick, J. Conceptualizing the construct of interpersonal conflict J.International Journal of Conflict Management,2004,15:216-244.
[15]Bechtoldt M N, Beersma B, Rohrmann S, et al. A gift that takes its toll:Emotion recognition and conflict appraisal[J]. European Journal of Work and Organizational Psychology,2013,22(1):56-66.
[16]Behfar, K. J., Peterson, R. S., Mannix, E. A.,& Trochim, W. M. (2008). The critical role of conflict resolution in teams:a close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of applied psychology,93(1),170.
[17]Benharda I, Brett J M, Lempereur A. Gender and role in conflict management: Female and male managers as third parties[J]. Negotiation and Conflict Management Research,2013,6(2):79-93.
[18]Bell S T, Villado A J, Lukasik M A, et al. Getting specific about demographic diversity variable and team performance relationships:A meta-analysis[J]. Journal of Management,2011,37(3):709-743.
[19]Bendersky C, Hays N A. Status conflict in groups[J]. Organization Science,2012, 23(2):323-340.
[20]Boies, K.,& Howell, J. A. (2006). Leader-member exchange in teams:An examination of the interaction between relationship differentiation and mean lmx in explaining team-level outcomes. Leadership Quarterly,17(3),246-257.
[21]Boone C, Hendriks W. Top management team diversity and firm performance: moderators of functional-background and locus-of-control diversity [J]. Management Science,2009,55(2):165-180.
[22]Boyle P J, Hanlon D, Russo J E. The Value of Task Conflict to Group Decisions[J]. Journal of Behavioral Decision Making,2012,25(3):217-227.
[23]Bradley B H, Postlethwaite B E, Klotz A C, et al. Reaping the benefits of task conflict in teams:the critical role of team psychological safety climate[J]. Journal of Applied Psychology,2012,97(1):151.
[24]Breugst N, Patzelt H, Shepherd D A, et al. Relationship Conflict Improves Team Performance Assessment Accuracy:Evidence From a Multilevel Study [J]. Academy of Management Learning & Education,2012,11(2):187-206.
[25]Carnevale, P. J.,& Probst, T. M. (1998). Social values and social conflict in creative problem solving and categorization. Journal of Personality and Social Psychology,74(5),1300-1309.
[26]Carpenter M. A. The implications of strategy and social context for the relationship between top management team heterogeneity and firm Performance[J].Strategic Management Journal,2002,23(3):275-284
[27]Carsten K. W., De Dreu and Bianca Beersma. Conflict in organizations:Beyond effective and performance. European Journal Of Work And Organizational Psychology,2005
[28]Chen Guoquan, Dean Tjosvold, Conflict Management and Team Effectiveness in China:The Mediating Role of Justice, Asia Pacific Journal of Management,19, 557-572,2002
[29]Chen, G, C. Liu, et al. (2005). "Conflict management for effective top management teams and innovation in China." Journal of Management Studies 42(2):277-300.
[30]Chen, M.-H. (2006). Understanding the benefits and detriments of conflict on team creativity process. Creativity and Innovation Management,15(1),105-116.
[31]Chen G, Sharma P N, Edinger S K, et al. Motivating and demotivating forces in teams:Cross-level influences of empowering leadership and relationship conflict[J]. Journal of Applied Psychology,2011,96(3):541.
[32]Cheung, C.C. and Chuah, K.B. (1999), "Conflict management styles in Hong Kong industries", International Journal of Project Management, Vol.17 No.6, pp. 393-9.
[33]Cheung, C.C., C. Eng., Kong B. C., Intergroup Conflict Management Framework for Hong Kong's Manufacturing Industry[J], Engineering Management Journal, 2000,12(3):26-33.
[34]Chowdhury S. Demographic diversity for building an effective entrepreneurial team:Is it important? [J]. Journal of Business Venturing,2005,20:727-746
[35]Chrisman, J.J., Bauerschmidt, A., Hofer, C.W. The determinants of new venture performance:an extended model. Entrepreneurship:Theory and Practice, 1998,23(1):5-29.
[36]Cosier, R. A.,& Rose, G. L. (1977). Cognitive conflict and goal conflict effects on task-performance. Organizational Behavior and Human Performance,19(2), 378-391.
[37]Davidsson P,Wiklund J.Levels of analysis in entrepreneurship reseach:current research practice and suggestions for the future. Entrepreneurship Theory and Practice,2001,25(4):81-100.
[38]De Dreu. (2006). When too little or too much hurts:Evidence for a curvilinear relationship between task conflict and innovation in teams. Journal of Management,32(1),83-107.
[39]De Dreu,& Van Vianen, A. E. M. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior,22(3), 309-328.
[40]De Dreu,& Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction:A meta-analysis. Journal of Applied Psychology,88(4),741-749. De Dreu, C. K. W.,&Beersma,B. (2005). Conflict in organizations: Beyondeffectiveness and performance [J]. European Journal of Work and Organizational Psychology,14,105-117
[41]Deutsch, M., Sixty years of conflict. International Journal of Conflict Management,1990.
[42]Ding, D. Z.. Search of Determinants of Chinese Conflict Management Styles in Joint Ventures:AnIntegrated Approach. Paper Presented at the Thirteenth Annual Conference of the Association of Management, Vancouver, Canada,1995.
[43]Dreu C. K. W. D., Weingart L. R.. Task Versus Relationship Conflict, Team Performance, and Team Performance, and Team Member Satisfaction:A Meta-analysis. Journal of Applied Psychology,2003,88(4):741-749.
[44]Duffy, M. K., Shaw, J. D.,& Stark, E. M. (2000). Performance and satisfaction in conflicted interdependent groups:When and how does self-esteem make a difference? Academy of Management Journal,43(4),772-782.
[45]Ensley M. D., Pearson A. W. and Amason A. C.. Understanding the Dynamics of New Venture Top Management Teams:Cohesion Conflict, and New Venture Performance. Journal of Business Venturing,2002,17(4):365-386.
[46]Farh, J. L., Lee, C.,& Farh, C. I. C. (2010). Task conflict and team creativity:A question of how much and when. [Article]. Journal of Applied Psychology,95(6), 1173-1180.
[47]Finkelstein S., Hambrick D. C. Top Management Team Tenure and Organizational Outcomes:The Moderating Role of Managerial Discretion. Administrative Science Quarterly,1990,35:484-503.
[48]Friedman, R. A., Currall, S. C.,&Tsai, J. C. (2000). What goes around comes around:the impact of personal conflict style on work conflict and stress[J]. International Journal of Conflict Management,ll,32-55.
[49]Guetzkow H., and Gyr, J.1954. An analysis of conflict in decision making groups. Human Relations,7:367-381.
[50]Hambrick, D., Cho, T., and Chen, M.1996. The influence of top management team heterogeneity on firms'competitive movers. Administrative Science Quarterly,41:659--684.
[51]Hempel, P. S., Z.-X. Zhang, et al. (2009). "Conflict management between and within teams for trusting relationships and performance in China." Journal of Organizational Behavior 30(1):41-65.
[52]Huang J C. Unbundling task conflict and relationship conflict:The moderating role of team goal orientation and conflict management[J]. International Journal of Conflict Management,2010,21(3):334-355.
[53]Hunter I., Risk, persistence and focus:a life cycle of the entrepreneur [J]. Australian Economic History Review,2005,45(3):244-272.
[54]Janssen, O., Van De Vliert, E., Veenstra C.. How Task and Person Conflict Shape the Role of Positive Interdependence in Management Teams. Journal of Management,1999,25(2):117-141.
[55]Jehn, K. A. (1994). Ennancing effictiveness:An investigation of advanages and disadvanrages of value-based intragroup conflict. International Journal of Conflict Management,5,223-238.
[56]Jehn K A. A multimethod examination of the benefits and detriments of intragroup conflict[J]. Administrative science quarterly,1995:256-282.
[57]Jehn, K.1997. A qualitative analysis of conflict types and dimensions in organizational groups. Administrative Science Quarterly,42:530--557.
[58]Jehn, K., Northcraft, G. and Neale, M.1999. Why differences make a difference: A field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly,44:741-763.
[59]Jehn, K. A.,& Chatman, J. A. (2000). The influence of proportional and perceptual conflict composition on team performance. International Journal of Conflict Management,11(1),56-73.
[60]Jehn, K.A., and Mannix, E.A. The dynamic nature of conflict:A longitudinal study of intragroup conflict and group performance. Academy of Management Journal,44,2 (2001),238-251.
[61]Jehn, K. A.,& Bendersky, C. (2003). Intragroup conflict in organizations:A contingency perspective on the conflict-outcome relationship Research in organizational behavior, vol 25 (Vol.25, pp.187-242).
[62]John R Darling, W. Earl Walker. Effective conflict management:use of the behavioral style model. Leadership and Organization Development Journal.2001, 22(5):230-242
[63]Jong A.,M. Song,L. Z. Song.How Lead Founder Personality Affects New Venture Performance:The Mediating Role of Team Conflict.Journal of Management,2011
[64]Knight D. Top management team diversity, group process, and strategic consensus [J]. strategic management journal,1999,20(5):445-446
[65]Korsgaard M. A., Jeong S. S., Mahony D. M, et. al A Multilevel View of Intragroup Conflict [J]. Journal of Management,2008,34(6):1222-1252.
[66]Langfred,C. W. (2007). The downside of self-management:A longitudinal study of the effects of conflict ontrust, autonomy, and task interdependence in self-managing teams[J]. Academy of Management Journal,50,885-900.
[67]Lau, R. S.,& Cobb, A. T. (2010). Understanding the connections between relationship conflict and performance:The intervening roles of trust and exchange. Journal of Organizational Behavior,31(6),898-917.
[68]Leslie A. Dechurch, Michelle A. Marks. Maximizing the Benefits of Task Conflict: the role of conflict management[J]. The International Journal of Conflict Management,2001,12:4-22.
[69]Lewicki, R. J.,Weiss,S.E.,&Lewin,D.(1992).Models of conflict, negoriation and third party intervention:A review and synthesis. Journal of Organizational Behavior,13,209-252.
[70]Li, J.& Hambriek, D.C. Factional groups:A new vantage on demographic faultlines, conflict, and disintegration in work teams [J].Academy of Management Journal,2006,48(5):794-813.
[71]Liu J, Fu P, Liu S. Conflicts in top management teams and team/firm outcomes: The moderating effects of conflict-handling approaches[J]. International Journal of Conflict Management,2009,20(3):228-250.
[72]Mario Mikulincer, Phillip R. Shaver, Dana Pereg. Attachment Theory and Affect Regulation:The Dynamics, Development, and Cognitive Consequences of Attachment-Related Strategies[J] Motivation and Emotion,2003,27, (2).
[73]McKelvie A., J. Wiklund,Advancing Firm Growth Research:A Focus on Growth Mode Instead of Growth Rate.Entrepreneurship Theory and Practice,Special Issue:Entrepreneurial and Business Growth,2010,34(2):261-288
[74]Mooney, A. C, Holahan, P. J.,& Amason, A. C. (2007). Don't take it personally: Exploring cognitive conflict as a mediator of affective conflict. Journal of Management Studies,44(5),733-758.
[75]Murphy, G. B., Trailer, J. W., Hill, R. C. Measuring performance in entrepreneurship research. Journal of Business Venturing,1996,36(1):15-23.
[76]Parayitam S, Olson B J, Bao Y. Task conflict, relationship conflict and agreement-seeking behavior in Chinese top management teams [J]. International Journal of conflict management,2010,21(1):94-116.
[77]Paul, S., Samarah, I.M., Seetharaman, P., and Mykytyn, P.P. An empirical investigation of collaborative conflict management style in group support system-based global virtual teams. Journal of Management Information Systems, 21,3 (2005),185-222.
[78]Pearson, A.W., Ensley, M.D. and Amason, A.C. (2002), "An assessment and refinement of Jehn's Intragroup Conflict Scale", International Journal of Conflict Management, Vol.13 No.2,pp.110-26.
[79]Pelled, L. H. (1996). Demographic diversity, conflict, and work group outcomes: An intervening process theory. Organization Science,7(6),615-631.
[80]Pelled L H, Eisenhardt K M, Xin K R. Exploring the black box:An analysis of work group diversity, conflict, and performance[J]. Administrative Science Quarterly,1999,44(1):1-28
[81]Peterson R S, Behfar K J. The dynamic relationship between performance feedback, trust, and conflict in groups:a longitudinal study[J]. Organizational Behavior & Human Decision Processes,2003,92(1/2):102.
[82]Pinkley, R.1990. Dimensions of the conflict frame:Disputant interpretations of conflict. Journal of Applied Psychology,75:117--128.
[83]Porter, T. W.,&Lilly, B. S. (1996). The effects of conflict, trust, and task commitment on project team performance. International Journal of Conflict Management,7,361-376.
[84]Posthuma R A. Conflict management and performance outcomes[J]. International Journal of Conflict Management,2011,22(2):108-110.
[85]Priem, R. L., Lyon D. W., Dess G G..Inherent Limitations of Demographic Proxies in Top Management Team Heterogeneity Research. Journal of Management,1999,25(6):935-953.
[86]Putnam, L. L., Rahim, M. A., Communicative strategies in organizational conflicts:Reliability and validity of a measurement scale. In M. Burgoon(Ed.), Communication yearbook,1982.
[87]Rahim, M.A. Toward a Theory of Managing Organizational Conflict[J]. The International Journal of Conflict Management,2002,13 (3):206-235.
[88]Randel A E, Jaussi K S. Functional background identity, diversity, and individual performance in cross-functional teams [J]. Academy of Management Journal, 2003,46(6):763-774
[89]Rovira-Asenjo N, Gumi T, Sales-Pardo M, et al. Predicting future conflict between team-members with parameter-free models of social networks[J]. Scientific reports,2013,3.
[90]Rubin J. Z. Models of Conflict Management[J]. Journal of Social Issues,1994,50: 33-45.
[91]Schwenk, C.1990. Conflict in organizational decision making:An exploratory study of its effects in for profit and not-for-profit organizations. Management Science,36:436-448.
[92]Shah, P., and Jehn, K.1993. Do friends perform better than acquaintances? The interaction of friendship, conflict and task. Group Decision and Negotiation,2: 149--166.
[93]Simons T. L., Peterson R. S.. Task Conflict and Relationship Conflict in Top Management Team:The Pivotal Role of Intragroup Trust. Journal of Applied Psychology,2000,85(1):102-111.
[94]Susan K. Boardman, Sandra V. Horowitz. Constructive Conflict Management and Social Problem s:An Introduction[J]. Journal of Social Issues,1994,50(1):1-12.
[95]Taylor R N.Age and experience as determinants of managerial information processing and decision making performance. Academy of Management Journal.1975,18(1):74-81
[96]Tekleab A G, Quigley N R. Team deep-level diversity, relationship conflict, and team members'affective reactions:A cross-level investigation[J]. Journal of Business Research,2014,67(3):394-402.
[97]Thomas, K. W., and Kilmann, R. H. Thomas-Kilmann Conflict Mode Instrument[M]. Tuxedo, NY:Xicom, Inc,1974.
[98]Thomas, K. (1992). Overview of conflict and conflict-management. Journal of Organizational Behavior,13(3),263-264.
[99]Tinsley, C.H. (1997), "Understanding conflict in a Chinese cultural context", Research on Negotiation in Organizations, Vol.6, pp.209-25.
[100]Tjosvold, D., Hui, C., Yu, Z.. Conflict Management and Task Reflexivity for Team In-role and Extra-role Performance in China. International Journal of Conflict Management,2003,14(2):141-163.
[101]Tjosvold, D., Law, K. S., Sun, H.. Effectiveness of Chinese Teams:The Role of Conflict Types and Conflict Management Approaches. Management and Organization Review,2006,2(2):231-252.
[102]Tjosvold, D., K. Leung, et al. (2006). Cooperative and competitive conflict in China. The Handbook of Conflict Resolution. M. Deutsch and P. T. Coleman. San Francisco, Jossey-Bass:671-692.
[103]Tjosvold, D. (2008). The conflict-positive organization:It depends upon us. Journal of Organizational Behavior,29,19-28.
[104]Tony L.Simons and Randall S.Peterson.2000.Task conflict and relationship conflict in top management teams:The pivotal role of intragroup trust. Journal of Applied Psychology,83(1):102-111.
[105]van der Kam N A, Janssen O, van der Vegt G S, et al. The role of vertical conflict in the relationship between leader self-enhancement and leader performance[J]. The Leadership Quarterly,2013.
[106]Wall, J. A.,& Callister, R. R. (1995). Conflict and its management. Journal of Management,21(3),515-558.
[107]Wang, G, Jing, R., Klossek, A.. Antecedents and Management of Conflict: Resolution Styles of Chinese Top Managers in Multiple Rounds of Cognitive and Affective Conflict. International Journal of Conflict Management,2007,18(1): 74-97.
[108]Wiersema M F, Bantel K A. Top management team demography and corporate strategic change[J]. Academy of Management Journal,1992,35:91-121
[109]Wong A, Tjosvold D. Guanxi and conflict management for effective partnering with competitors in China[J]. British Journal of Management,2010,21(3): 772-788.
[110][美]安德鲁.沃德.领袖生命周期[M].木易译,北京：经济管理出版社,2004：52.
[111]宝贡敏,汪洁,冲突管理方式研究综述[J]人类工效学；2008年01期
[112]蔡树培.人群关系与组织管理[M].北京：九州出版社,2001,205-217.
[113]岑颖.重庆地区企业内人际冲突处理方式研究[D].云南大学硕士学位论文2004,55-58.
[114]陈捷.认知冲突和情绪冲突对组织绩效的影响[J].外国经济与管理,1998,(05)
[115]陈璐,杨百寅,井润田.家长式领导,冲突与决策效果——基于四川省企业高管团队的实证研究[A]第四届(2009)中国管理学年会——组织行为与人力资源管理分会场论文集[C],2009.
[116]陈晓红,李喜华.民营企业高层管理团队冲突与冲突管理模型.系统工程,2008(12)
[117]陈晓红,赵可.团队冲突、冲突管理与绩效关系的实证研究[J].南开管理评论,2010,13(5)：31-35
[118]陈云.企业高层管理团队冲突及其类型[J].科技创业周刊,2007,(9)：106-108.
[119]陈忠卫,张广琦,胡登峰.新创企业创业团队特征与离职倾向的关系研究[J].现代管理科学,2013(10).
[120]丁栋虹.制度变迁中企业家成长模式研究[M].南京：南京大学出版社,1999：39-51.
[121]董临萍.知识工作团队中变革型领导与团队冲突管理方式研究[J].管理学报,2013,10(10)：1470-1477.
[122]杜海东.创业团队经验异质性对进入战略创新的影响：创业学习的调节作用[J].科学学与科学技术管理,2014(1).
[123]杜运周,陈忠卫,高管冲突与团队决策绩效--基于控制模式的调节分析[J]管理科学,2009,22(4)：31-40
[124]樊传浩,王济干.创业团队异质性与团队效能的关系研究[J].科研管理,2013,34(008)：35-41.
[125]高静美,郭劲光.高层管理团队(TMT)的人口特征学方法与社会认知方法的比较研究[J].国外社会科学,2006(6)：39—46
[126]胡桂兰,梅强,朱永跃.创业团队对创业绩效的影响研究——基于78个网络创业团队的调查分析[J].科技管理研究,2010(6)：157-159.
[127]金泉,丁栋红.团队创业绩效之研究述评[J]国际商务研究,2007(1)：12-16.
[128]康健,冯冬燕.创业团队绩效影响因素的研究综述[J].企业导报,2013(22).
[129]郎淳刚,席酉民,毕鹏程.群体决策过程中的冲突研究.预测,2005,24(5)：1-8.
[130]雷红生,陈忠卫.高管团队内情感冲突、企业家精神与公司成长性绩效关系的实证研究[J].财贸研究,2008,(02).
[131]黎赔肆,李利,戴志辉.企业家生命周期理论研究现状及评述[J].南华大学学报(社会科学版),2010(5)：65-68
[132]李鹏,张成虎.现代企业组织的冲突分析与管理对策.经济纵横,2007
[133]李焕荣,张晓芹.民营企业高层管理团队冲突和谐管理模型研究[J].工业技术经济,2007,26(8)：120-123.
[134]李兴琨.团队异质性,团队冲突对团队合作学习的影响[D].河南大学,2008.
[1 35]林雪莹.创业团队冲突对创业绩效影响研究[D].中山大学,2008
[136]刘兵,杨振辉,吴文剑.企业TMT决策冲突及其协调方案研究[J]管理学报,2010,(05).
[137]刘海山.高层管理团队的冲突研究[J].现代管理科学,2008,(10).
[138]刘军,李永娟,富萍萍.高层管理团队价值观共享、冲突与绩效：一项实证检验[J]管理学报,2007,(05).
[139]刘军,刘松博,企业高层管理团队冲突管理方式：理论及证据,经济理论与经济管理,2008年第2期：58-64.
[140]刘力钢,浦佳.高管团队冲突理论研究与展望[J].辽宁大学学报：哲学社会科学版,2013,41(2)：98-105.
[141]刘宁,张正堂.团队多元性及其效应的研究进展[J].科学学与科学技术管理,2008(11)：175—180
[142]刘树林,唐均,差异性、相似性和受教育背景对高层管理团队影响的国外研究综述,管理工程学报,2004年第2期,90-93
[143]刘咏梅,卫旭华,陈晓红.情绪智力、冲突管理与感知凝聚力关系研究.科研管理[J].2011,2：103-107
[144]卢红旭,团队冲突对团队绩效的影响—基于信任的视角[D].浙江工业大学, 2011
[145]卢俊义,程刚,创业团队内认知冲突、合作行为与公司绩效关系的实证研究[J]科学学与科学技术管理,2009年第5期：117-123
[146]阮小龙.研发团队冲突管理方式对创新绩效的影响机制研究[D].浙江工商大学,2013.
[147]孙海法,伍晓奕.企业高层管理团队研究的进展.管理科学学报,2003,6(4)：82-89.
[148]孙靖凯,团队冲突处理方式影响团队效率的实证研究。上海交通大学,2012.
[149]万涛.不同类型团队冲突管理研究的构思与展望.科技管理创新,2006
[150]王飞绒,陈劲,池仁勇.团队创业研究述评.外国经济与管理,2006(7)：16-22.
[151]王国锋,李懋,井润田.高管团队冲突、凝聚力与决策质量的实证研究.南开管理评论,2007,10(5)：89-93.
[152]王磊,浦佳.外聘高管继任冲突及其解决模式探究[J].社会科学家,2013(8)：75-78.
[153]王明琳,周生春.家族企业内部冲突及其管理问题探讨[J].外国经济与管理,2009，(02)
[154]王明琳,陈凌,叶长兵.我国民营上市公司的家族治理与企业价值[J],南开管理评论,2010,13(2)：61-67
[155]汪洁,团队任务冲突对团队任务绩效的影响机理研究——从团队交互记忆与任务反思中介作用视角的分析[D],浙江大学,2009
[156]王小燕,万达.创业板上市公司高管团队特征与财务风险的实证研究[J].山东商业职业技术学院学报,2013,13(5)：23-26.
[157]吴宏翔.企业生命周期与企业家行为方式关系探析[J].上海管理科学,2005年第5期：21-22
[158]吴梦云.团队社会资本视角下家族企业高管团队冲突管理机制研究[J].科技管理研究,2013,32(24)：136-139.
[159]吴云,周青.团队冲突的非合作博弈分析[J].科技管理研究,2013,32(23)：143-146.
[160]肖文旺.中国民营企业生命周期的典型特征[J].经济纵横,2011,(5)：114-117
[161]谢获宝,张勇涛,潘黎.企业家生命周期--阶段划分及其演变过程[J].经济管理,2006(23)：49-54.
[162]杨俊,田莉,张玉利,等.创新还是模仿：创业团队经验异质性与冲突特征的角色[J].管理世界,2010(3)：84-96.
[163]杨连生,王金萍.冲突及其在人力资源管理中的合理运用[J].大连理工大学学报(社会科学版),2003,24(3)：48-51.
[164]姚振华.创业团队组成特征与研发强度：基于创业板上市公司的研究[J].浙江工商大学学报,2014(1)：101-109.
[165]于瑞卿,张英英.基于生命周期理论的中国民营企业各阶段特征研究[J].经济研究导刊,2012年第09期：175-176
[166]于智超.团队凝聚力对团队效能的影响研究[D].山东财经大学,2013.
[167]张平.高层管理团队异质性与企业绩效关系研究[J].管理评论,2006,(5)：54-61
[168]张新安,何惠,顾锋.家长式领导行为对团队绩效的影响：团队冲突管理方式的中介作用[J].管理世界,2009,3：121-133.
[169]张秀娥,孙中博,王冰.创业团队异质性对创业绩效的影响--基于对七省市264家创业企业的调研分析[J].华东经济管理,2013,27(7)：112-115.
[170]郑强国,丁文涵.团队异质性对研发团队绩效的影响机理研究[J].工业技术经济,2013(4)：16-24.
[171]周明建,侍水生.领导-成员交换差异与团队关系冲突：道德型领导力的调节作用[J].南开管理评论,2013,16(2)：26-35.
[2]Alper, S., Tjosvold, D.,& Law, K. S. (1998). Interdependence and controversy in group decision making:Antecedents to effective self-managing teams. Organizational Behavior and Human Decision Processes,74(1),33-52.
[3]Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal,39(5), 1154-1184.
[4]Amason, A. C.,&Schweiger, D. M. (1994). Resolving the paradox of conflict, strategic decision making, and organizational performance. International Journal of Conflict Management.5,239-253.
[5]Amason. A. C. (1996). Distinguishing the effects of functional and dysfunctional conflicton strategic decision making:Resolving a paradox for top management teams. Academy of Management Journal.39,129-148.
[6]Amason, A. C.,& Sapienza, H. J. (1997). The effects of top management team size and interaction norms on cognitive and affective conflict. Journal of Management,23(4),495-516.
[7]Amason, A. C., Thompson, K. R., Hochwarter, W. A.,& Harrison, A. W. (1995). Conflict-an important dimension in successful management teams. Organizational Dynamics,24(2),20-35.
[8]Amason, A. C.&Mooney, A. C., The effects of Past Performance on Top Management team conflict in strategic decision making[J].International Journal of Conflict Management,1999,10(4):340-359
[9]Anderson, N., De Dreu, C. K. W.,& Nijstad, B. A. (2004). The routinization of innovation research:A constructively critical review of the state-of-the-science. Journal of Organizational Behavior,25(2),147-173.
[10]Anderson, N. R.,& King, N. (1993). Innovation in organizations. In:Cooper, c. L. And Robertson, i. T. (eds). International Review of Industrial Organizational Psychology:Wiley, Chichester.
[11]Anderson, N. R.,& West, M. A. (1998). Measuring climate for work group innovation:Development and validation of the team climate inventory. Journal of Organizational Behavior,19(3),235-258.
[12]Arazy O, Nov O, Patterson R, et al. Information quality in Wikipedia:The effects of group composition and task conflict[J]. Journal of Management Information Systems,2011,27(4):71-98.
[13]Bantel, K. A., and Jackon, S. E. (1989). Top management and innovation in banking:Does the composition of the top team make a difference? Strategic Management Journal.10,107-112.
[14]Barki, Hartwick, J. Conceptualizing the construct of interpersonal conflict J.International Journal of Conflict Management,2004,15:216-244.
[15]Bechtoldt M N, Beersma B, Rohrmann S, et al. A gift that takes its toll:Emotion recognition and conflict appraisal[J]. European Journal of Work and Organizational Psychology,2013,22(1):56-66.
[16]Behfar, K. J., Peterson, R. S., Mannix, E. A.,& Trochim, W. M. (2008). The critical role of conflict resolution in teams:a close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of applied psychology,93(1),170.
[17]Benharda I, Brett J M, Lempereur A. Gender and role in conflict management: Female and male managers as third parties[J]. Negotiation and Conflict Management Research,2013,6(2):79-93.
[18]Bell S T, Villado A J, Lukasik M A, et al. Getting specific about demographic diversity variable and team performance relationships:A meta-analysis[J]. Journal of Management,2011,37(3):709-743.
[19]Bendersky C, Hays N A. Status conflict in groups[J]. Organization Science,2012, 23(2):323-340.
[20]Boies, K.,& Howell, J. A. (2006). Leader-member exchange in teams:An examination of the interaction between relationship differentiation and mean lmx in explaining team-level outcomes. Leadership Quarterly,17(3),246-257.
[21]Boone C, Hendriks W. Top management team diversity and firm performance: moderators of functional-background and locus-of-control diversity [J]. Management Science,2009,55(2):165-180.
[22]Boyle P J, Hanlon D, Russo J E. The Value of Task Conflict to Group Decisions[J]. Journal of Behavioral Decision Making,2012,25(3):217-227.
[23]Bradley B H, Postlethwaite B E, Klotz A C, et al. Reaping the benefits of task conflict in teams:the critical role of team psychological safety climate[J]. Journal of Applied Psychology,2012,97(1):151.
[24]Breugst N, Patzelt H, Shepherd D A, et al. Relationship Conflict Improves Team Performance Assessment Accuracy:Evidence From a Multilevel Study [J]. Academy of Management Learning & Education,2012,11(2):187-206.
[25]Carnevale, P. J.,& Probst, T. M. (1998). Social values and social conflict in creative problem solving and categorization. Journal of Personality and Social Psychology,74(5),1300-1309.
[26]Carpenter M. A. The implications of strategy and social context for the relationship between top management team heterogeneity and firm Performance[J].Strategic Management Journal,2002,23(3):275-284
[27]Carsten K. W., De Dreu and Bianca Beersma. Conflict in organizations:Beyond effective and performance. European Journal Of Work And Organizational Psychology,2005
[28]Chen Guoquan, Dean Tjosvold, Conflict Management and Team Effectiveness in China:The Mediating Role of Justice, Asia Pacific Journal of Management,19, 557-572,2002
[29]Chen, G, C. Liu, et al. (2005). "Conflict management for effective top management teams and innovation in China." Journal of Management Studies 42(2):277-300.
[30]Chen, M.-H. (2006). Understanding the benefits and detriments of conflict on team creativity process. Creativity and Innovation Management,15(1),105-116.
[31]Chen G, Sharma P N, Edinger S K, et al. Motivating and demotivating forces in teams:Cross-level influences of empowering leadership and relationship conflict[J]. Journal of Applied Psychology,2011,96(3):541.
[32]Cheung, C.C. and Chuah, K.B. (1999), "Conflict management styles in Hong Kong industries", International Journal of Project Management, Vol.17 No.6, pp. 393-9.
[33]Cheung, C.C., C. Eng., Kong B. C., Intergroup Conflict Management Framework for Hong Kong's Manufacturing Industry[J], Engineering Management Journal, 2000,12(3):26-33.
[34]Chowdhury S. Demographic diversity for building an effective entrepreneurial team:Is it important? [J]. Journal of Business Venturing,2005,20:727-746
[35]Chrisman, J.J., Bauerschmidt, A., Hofer, C.W. The determinants of new venture performance:an extended model. Entrepreneurship:Theory and Practice, 1998,23(1):5-29.
[36]Cosier, R. A.,& Rose, G. L. (1977). Cognitive conflict and goal conflict effects on task-performance. Organizational Behavior and Human Performance,19(2), 378-391.
[37]Davidsson P,Wiklund J.Levels of analysis in entrepreneurship reseach:current research practice and suggestions for the future. Entrepreneurship Theory and Practice,2001,25(4):81-100.
[38]De Dreu. (2006). When too little or too much hurts:Evidence for a curvilinear relationship between task conflict and innovation in teams. Journal of Management,32(1),83-107.
[39]De Dreu,& Van Vianen, A. E. M. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior,22(3), 309-328.
[40]De Dreu,& Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction:A meta-analysis. Journal of Applied Psychology,88(4),741-749. De Dreu, C. K. W.,&Beersma,B. (2005). Conflict in organizations: Beyondeffectiveness and performance [J]. European Journal of Work and Organizational Psychology,14,105-117
[41]Deutsch, M., Sixty years of conflict. International Journal of Conflict Management,1990.
[42]Ding, D. Z.. Search of Determinants of Chinese Conflict Management Styles in Joint Ventures:AnIntegrated Approach. Paper Presented at the Thirteenth Annual Conference of the Association of Management, Vancouver, Canada,1995.
[43]Dreu C. K. W. D., Weingart L. R.. Task Versus Relationship Conflict, Team Performance, and Team Performance, and Team Member Satisfaction:A Meta-analysis. Journal of Applied Psychology,2003,88(4):741-749.
[44]Duffy, M. K., Shaw, J. D.,& Stark, E. M. (2000). Performance and satisfaction in conflicted interdependent groups:When and how does self-esteem make a difference? Academy of Management Journal,43(4),772-782.
[45]Ensley M. D., Pearson A. W. and Amason A. C.. Understanding the Dynamics of New Venture Top Management Teams:Cohesion Conflict, and New Venture Performance. Journal of Business Venturing,2002,17(4):365-386.
[46]Farh, J. L., Lee, C.,& Farh, C. I. C. (2010). Task conflict and team creativity:A question of how much and when. [Article]. Journal of Applied Psychology,95(6), 1173-1180.
[47]Finkelstein S., Hambrick D. C. Top Management Team Tenure and Organizational Outcomes:The Moderating Role of Managerial Discretion. Administrative Science Quarterly,1990,35:484-503.
[48]Friedman, R. A., Currall, S. C.,&Tsai, J. C. (2000). What goes around comes around:the impact of personal conflict style on work conflict and stress[J]. International Journal of Conflict Management,ll,32-55.
[49]Guetzkow H., and Gyr, J.1954. An analysis of conflict in decision making groups. Human Relations,7:367-381.
[50]Hambrick, D., Cho, T., and Chen, M.1996. The influence of top management team heterogeneity on firms'competitive movers. Administrative Science Quarterly,41:659--684.
[51]Hempel, P. S., Z.-X. Zhang, et al. (2009). "Conflict management between and within teams for trusting relationships and performance in China." Journal of Organizational Behavior 30(1):41-65.
[52]Huang J C. Unbundling task conflict and relationship conflict:The moderating role of team goal orientation and conflict management[J]. International Journal of Conflict Management,2010,21(3):334-355.
[53]Hunter I., Risk, persistence and focus:a life cycle of the entrepreneur [J]. Australian Economic History Review,2005,45(3):244-272.
[54]Janssen, O., Van De Vliert, E., Veenstra C.. How Task and Person Conflict Shape the Role of Positive Interdependence in Management Teams. Journal of Management,1999,25(2):117-141.
[55]Jehn, K. A. (1994). Ennancing effictiveness:An investigation of advanages and disadvanrages of value-based intragroup conflict. International Journal of Conflict Management,5,223-238.
[56]Jehn K A. A multimethod examination of the benefits and detriments of intragroup conflict[J]. Administrative science quarterly,1995:256-282.
[57]Jehn, K.1997. A qualitative analysis of conflict types and dimensions in organizational groups. Administrative Science Quarterly,42:530--557.
[58]Jehn, K., Northcraft, G. and Neale, M.1999. Why differences make a difference: A field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly,44:741-763.
[59]Jehn, K. A.,& Chatman, J. A. (2000). The influence of proportional and perceptual conflict composition on team performance. International Journal of Conflict Management,11(1),56-73.
[60]Jehn, K.A., and Mannix, E.A. The dynamic nature of conflict:A longitudinal study of intragroup conflict and group performance. Academy of Management Journal,44,2 (2001),238-251.
[61]Jehn, K. A.,& Bendersky, C. (2003). Intragroup conflict in organizations:A contingency perspective on the conflict-outcome relationship Research in organizational behavior, vol 25 (Vol.25, pp.187-242).
[62]John R Darling, W. Earl Walker. Effective conflict management:use of the behavioral style model. Leadership and Organization Development Journal.2001, 22(5):230-242
[63]Jong A.,M. Song,L. Z. Song.How Lead Founder Personality Affects New Venture Performance:The Mediating Role of Team Conflict.Journal of Management,2011
[64]Knight D. Top management team diversity, group process, and strategic consensus [J]. strategic management journal,1999,20(5):445-446
[65]Korsgaard M. A., Jeong S. S., Mahony D. M, et. al A Multilevel View of Intragroup Conflict [J]. Journal of Management,2008,34(6):1222-1252.
[66]Langfred,C. W. (2007). The downside of self-management:A longitudinal study of the effects of conflict ontrust, autonomy, and task interdependence in self-managing teams[J]. Academy of Management Journal,50,885-900.
[67]Lau, R. S.,& Cobb, A. T. (2010). Understanding the connections between relationship conflict and performance:The intervening roles of trust and exchange. Journal of Organizational Behavior,31(6),898-917.
[68]Leslie A. Dechurch, Michelle A. Marks. Maximizing the Benefits of Task Conflict: the role of conflict management[J]. The International Journal of Conflict Management,2001,12:4-22.
[69]Lewicki, R. J.,Weiss,S.E.,&Lewin,D.(1992).Models of conflict, negoriation and third party intervention:A review and synthesis. Journal of Organizational Behavior,13,209-252.
[70]Li, J.& Hambriek, D.C. Factional groups:A new vantage on demographic faultlines, conflict, and disintegration in work teams [J].Academy of Management Journal,2006,48(5):794-813.
[71]Liu J, Fu P, Liu S. Conflicts in top management teams and team/firm outcomes: The moderating effects of conflict-handling approaches[J]. International Journal of Conflict Management,2009,20(3):228-250.
[72]Mario Mikulincer, Phillip R. Shaver, Dana Pereg. Attachment Theory and Affect Regulation:The Dynamics, Development, and Cognitive Consequences of Attachment-Related Strategies[J] Motivation and Emotion,2003,27, (2).
[73]McKelvie A., J. Wiklund,Advancing Firm Growth Research:A Focus on Growth Mode Instead of Growth Rate.Entrepreneurship Theory and Practice,Special Issue:Entrepreneurial and Business Growth,2010,34(2):261-288
[74]Mooney, A. C, Holahan, P. J.,& Amason, A. C. (2007). Don't take it personally: Exploring cognitive conflict as a mediator of affective conflict. Journal of Management Studies,44(5),733-758.
[75]Murphy, G. B., Trailer, J. W., Hill, R. C. Measuring performance in entrepreneurship research. Journal of Business Venturing,1996,36(1):15-23.
[76]Parayitam S, Olson B J, Bao Y. Task conflict, relationship conflict and agreement-seeking behavior in Chinese top management teams [J]. International Journal of conflict management,2010,21(1):94-116.
[77]Paul, S., Samarah, I.M., Seetharaman, P., and Mykytyn, P.P. An empirical investigation of collaborative conflict management style in group support system-based global virtual teams. Journal of Management Information Systems, 21,3 (2005),185-222.
[78]Pearson, A.W., Ensley, M.D. and Amason, A.C. (2002), "An assessment and refinement of Jehn's Intragroup Conflict Scale", International Journal of Conflict Management, Vol.13 No.2,pp.110-26.
[79]Pelled, L. H. (1996). Demographic diversity, conflict, and work group outcomes: An intervening process theory. Organization Science,7(6),615-631.
[80]Pelled L H, Eisenhardt K M, Xin K R. Exploring the black box:An analysis of work group diversity, conflict, and performance[J]. Administrative Science Quarterly,1999,44(1):1-28
[81]Peterson R S, Behfar K J. The dynamic relationship between performance feedback, trust, and conflict in groups:a longitudinal study[J]. Organizational Behavior & Human Decision Processes,2003,92(1/2):102.
[82]Pinkley, R.1990. Dimensions of the conflict frame:Disputant interpretations of conflict. Journal of Applied Psychology,75:117--128.
[83]Porter, T. W.,&Lilly, B. S. (1996). The effects of conflict, trust, and task commitment on project team performance. International Journal of Conflict Management,7,361-376.
[84]Posthuma R A. Conflict management and performance outcomes[J]. International Journal of Conflict Management,2011,22(2):108-110.
[85]Priem, R. L., Lyon D. W., Dess G G..Inherent Limitations of Demographic Proxies in Top Management Team Heterogeneity Research. Journal of Management,1999,25(6):935-953.
[86]Putnam, L. L., Rahim, M. A., Communicative strategies in organizational conflicts:Reliability and validity of a measurement scale. In M. Burgoon(Ed.), Communication yearbook,1982.
[87]Rahim, M.A. Toward a Theory of Managing Organizational Conflict[J]. The International Journal of Conflict Management,2002,13 (3):206-235.
[88]Randel A E, Jaussi K S. Functional background identity, diversity, and individual performance in cross-functional teams [J]. Academy of Management Journal, 2003,46(6):763-774
[89]Rovira-Asenjo N, Gumi T, Sales-Pardo M, et al. Predicting future conflict between team-members with parameter-free models of social networks[J]. Scientific reports,2013,3.
[90]Rubin J. Z. Models of Conflict Management[J]. Journal of Social Issues,1994,50: 33-45.
[91]Schwenk, C.1990. Conflict in organizational decision making:An exploratory study of its effects in for profit and not-for-profit organizations. Management Science,36:436-448.
[92]Shah, P., and Jehn, K.1993. Do friends perform better than acquaintances? The interaction of friendship, conflict and task. Group Decision and Negotiation,2: 149--166.
[93]Simons T. L., Peterson R. S.. Task Conflict and Relationship Conflict in Top Management Team:The Pivotal Role of Intragroup Trust. Journal of Applied Psychology,2000,85(1):102-111.
[94]Susan K. Boardman, Sandra V. Horowitz. Constructive Conflict Management and Social Problem s:An Introduction[J]. Journal of Social Issues,1994,50(1):1-12.
[95]Taylor R N.Age and experience as determinants of managerial information processing and decision making performance. Academy of Management Journal.1975,18(1):74-81
[96]Tekleab A G, Quigley N R. Team deep-level diversity, relationship conflict, and team members'affective reactions:A cross-level investigation[J]. Journal of Business Research,2014,67(3):394-402.
[97]Thomas, K. W., and Kilmann, R. H. Thomas-Kilmann Conflict Mode Instrument[M]. Tuxedo, NY:Xicom, Inc,1974.
[98]Thomas, K. (1992). Overview of conflict and conflict-management. Journal of Organizational Behavior,13(3),263-264.
[99]Tinsley, C.H. (1997), "Understanding conflict in a Chinese cultural context", Research on Negotiation in Organizations, Vol.6, pp.209-25.
[100]Tjosvold, D., Hui, C., Yu, Z.. Conflict Management and Task Reflexivity for Team In-role and Extra-role Performance in China. International Journal of Conflict Management,2003,14(2):141-163.
[101]Tjosvold, D., Law, K. S., Sun, H.. Effectiveness of Chinese Teams:The Role of Conflict Types and Conflict Management Approaches. Management and Organization Review,2006,2(2):231-252.
[102]Tjosvold, D., K. Leung, et al. (2006). Cooperative and competitive conflict in China. The Handbook of Conflict Resolution. M. Deutsch and P. T. Coleman. San Francisco, Jossey-Bass:671-692.
[103]Tjosvold, D. (2008). The conflict-positive organization:It depends upon us. Journal of Organizational Behavior,29,19-28.
[104]Tony L.Simons and Randall S.Peterson.2000.Task conflict and relationship conflict in top management teams:The pivotal role of intragroup trust. Journal of Applied Psychology,83(1):102-111.
[105]van der Kam N A, Janssen O, van der Vegt G S, et al. The role of vertical conflict in the relationship between leader self-enhancement and leader performance[J]. The Leadership Quarterly,2013.
[106]Wall, J. A.,& Callister, R. R. (1995). Conflict and its management. Journal of Management,21(3),515-558.
[107]Wang, G, Jing, R., Klossek, A.. Antecedents and Management of Conflict: Resolution Styles of Chinese Top Managers in Multiple Rounds of Cognitive and Affective Conflict. International Journal of Conflict Management,2007,18(1): 74-97.
[108]Wiersema M F, Bantel K A. Top management team demography and corporate strategic change[J]. Academy of Management Journal,1992,35:91-121
[109]Wong A, Tjosvold D. Guanxi and conflict management for effective partnering with competitors in China[J]. British Journal of Management,2010,21(3): 772-788.
[110][美]安德鲁.沃德.领袖生命周期[M].木易译,北京：经济管理出版社,2004：52.
[111]宝贡敏,汪洁,冲突管理方式研究综述[J]人类工效学；2008年01期
[112]蔡树培.人群关系与组织管理[M].北京：九州出版社,2001,205-217.
[113]岑颖.重庆地区企业内人际冲突处理方式研究[D].云南大学硕士学位论文2004,55-58.
[114]陈捷.认知冲突和情绪冲突对组织绩效的影响[J].外国经济与管理,1998,(05)
[115]陈璐,杨百寅,井润田.家长式领导,冲突与决策效果——基于四川省企业高管团队的实证研究[A]第四届(2009)中国管理学年会——组织行为与人力资源管理分会场论文集[C],2009.
[116]陈晓红,李喜华.民营企业高层管理团队冲突与冲突管理模型.系统工程,2008(12)
[117]陈晓红,赵可.团队冲突、冲突管理与绩效关系的实证研究[J].南开管理评论,2010,13(5)：31-35
[118]陈云.企业高层管理团队冲突及其类型[J].科技创业周刊,2007,(9)：106-108.
[119]陈忠卫,张广琦,胡登峰.新创企业创业团队特征与离职倾向的关系研究[J].现代管理科学,2013(10).
[120]丁栋虹.制度变迁中企业家成长模式研究[M].南京：南京大学出版社,1999：39-51.
[121]董临萍.知识工作团队中变革型领导与团队冲突管理方式研究[J].管理学报,2013,10(10)：1470-1477.
[122]杜海东.创业团队经验异质性对进入战略创新的影响：创业学习的调节作用[J].科学学与科学技术管理,2014(1).
[123]杜运周,陈忠卫,高管冲突与团队决策绩效--基于控制模式的调节分析[J]管理科学,2009,22(4)：31-40
[124]樊传浩,王济干.创业团队异质性与团队效能的关系研究[J].科研管理,2013,34(008)：35-41.
[125]高静美,郭劲光.高层管理团队(TMT)的人口特征学方法与社会认知方法的比较研究[J].国外社会科学,2006(6)：39—46
[126]胡桂兰,梅强,朱永跃.创业团队对创业绩效的影响研究——基于78个网络创业团队的调查分析[J].科技管理研究,2010(6)：157-159.
[127]金泉,丁栋红.团队创业绩效之研究述评[J]国际商务研究,2007(1)：12-16.
[128]康健,冯冬燕.创业团队绩效影响因素的研究综述[J].企业导报,2013(22).
[129]郎淳刚,席酉民,毕鹏程.群体决策过程中的冲突研究.预测,2005,24(5)：1-8.
[130]雷红生,陈忠卫.高管团队内情感冲突、企业家精神与公司成长性绩效关系的实证研究[J].财贸研究,2008,(02).
[131]黎赔肆,李利,戴志辉.企业家生命周期理论研究现状及评述[J].南华大学学报(社会科学版),2010(5)：65-68
[132]李鹏,张成虎.现代企业组织的冲突分析与管理对策.经济纵横,2007
[133]李焕荣,张晓芹.民营企业高层管理团队冲突和谐管理模型研究[J].工业技术经济,2007,26(8)：120-123.
[134]李兴琨.团队异质性,团队冲突对团队合作学习的影响[D].河南大学,2008.
[1 35]林雪莹.创业团队冲突对创业绩效影响研究[D].中山大学,2008
[136]刘兵,杨振辉,吴文剑.企业TMT决策冲突及其协调方案研究[J]管理学报,2010,(05).
[137]刘海山.高层管理团队的冲突研究[J].现代管理科学,2008,(10).
[138]刘军,李永娟,富萍萍.高层管理团队价值观共享、冲突与绩效：一项实证检验[J]管理学报,2007,(05).
[139]刘军,刘松博,企业高层管理团队冲突管理方式：理论及证据,经济理论与经济管理,2008年第2期：58-64.
[140]刘力钢,浦佳.高管团队冲突理论研究与展望[J].辽宁大学学报：哲学社会科学版,2013,41(2)：98-105.
[141]刘宁,张正堂.团队多元性及其效应的研究进展[J].科学学与科学技术管理,2008(11)：175—180
[142]刘树林,唐均,差异性、相似性和受教育背景对高层管理团队影响的国外研究综述,管理工程学报,2004年第2期,90-93
[143]刘咏梅,卫旭华,陈晓红.情绪智力、冲突管理与感知凝聚力关系研究.科研管理[J].2011,2：103-107
[144]卢红旭,团队冲突对团队绩效的影响—基于信任的视角[D].浙江工业大学, 2011
[145]卢俊义,程刚,创业团队内认知冲突、合作行为与公司绩效关系的实证研究[J]科学学与科学技术管理,2009年第5期：117-123
[146]阮小龙.研发团队冲突管理方式对创新绩效的影响机制研究[D].浙江工商大学,2013.
[147]孙海法,伍晓奕.企业高层管理团队研究的进展.管理科学学报,2003,6(4)：82-89.
[148]孙靖凯,团队冲突处理方式影响团队效率的实证研究。上海交通大学,2012.
[149]万涛.不同类型团队冲突管理研究的构思与展望.科技管理创新,2006
[150]王飞绒,陈劲,池仁勇.团队创业研究述评.外国经济与管理,2006(7)：16-22.
[151]王国锋,李懋,井润田.高管团队冲突、凝聚力与决策质量的实证研究.南开管理评论,2007,10(5)：89-93.
[152]王磊,浦佳.外聘高管继任冲突及其解决模式探究[J].社会科学家,2013(8)：75-78.
[153]王明琳,周生春.家族企业内部冲突及其管理问题探讨[J].外国经济与管理,2009，(02)
[154]王明琳,陈凌,叶长兵.我国民营上市公司的家族治理与企业价值[J],南开管理评论,2010,13(2)：61-67
[155]汪洁,团队任务冲突对团队任务绩效的影响机理研究——从团队交互记忆与任务反思中介作用视角的分析[D],浙江大学,2009
[156]王小燕,万达.创业板上市公司高管团队特征与财务风险的实证研究[J].山东商业职业技术学院学报,2013,13(5)：23-26.
[157]吴宏翔.企业生命周期与企业家行为方式关系探析[J].上海管理科学,2005年第5期：21-22
[158]吴梦云.团队社会资本视角下家族企业高管团队冲突管理机制研究[J].科技管理研究,2013,32(24)：136-139.
[159]吴云,周青.团队冲突的非合作博弈分析[J].科技管理研究,2013,32(23)：143-146.
[160]肖文旺.中国民营企业生命周期的典型特征[J].经济纵横,2011,(5)：114-117
[161]谢获宝,张勇涛,潘黎.企业家生命周期--阶段划分及其演变过程[J].经济管理,2006(23)：49-54.
[162]杨俊,田莉,张玉利,等.创新还是模仿：创业团队经验异质性与冲突特征的角色[J].管理世界,2010(3)：84-96.
[163]杨连生,王金萍.冲突及其在人力资源管理中的合理运用[J].大连理工大学学报(社会科学版),2003,24(3)：48-51.
[164]姚振华.创业团队组成特征与研发强度：基于创业板上市公司的研究[J].浙江工商大学学报,2014(1)：101-109.
[165]于瑞卿,张英英.基于生命周期理论的中国民营企业各阶段特征研究[J].经济研究导刊,2012年第09期：175-176
[166]于智超.团队凝聚力对团队效能的影响研究[D].山东财经大学,2013.
[167]张平.高层管理团队异质性与企业绩效关系研究[J].管理评论,2006,(5)：54-61
[168]张新安,何惠,顾锋.家长式领导行为对团队绩效的影响：团队冲突管理方式的中介作用[J].管理世界,2009,3：121-133.
[169]张秀娥,孙中博,王冰.创业团队异质性对创业绩效的影响--基于对七省市264家创业企业的调研分析[J].华东经济管理,2013,27(7)：112-115.
[170]郑强国,丁文涵.团队异质性对研发团队绩效的影响机理研究[J].工业技术经济,2013(4)：16-24.
[171]周明建,侍水生.领导-成员交换差异与团队关系冲突：道德型领导力的调节作用[J].南开管理评论,2013,16(2)：26-35.