How task and person conflict shape the role of positive interdependence inmanagement teams

A literature-based model defining how task and person conflict modify the r elationship between positive goal interdependence and decision-making effec tiveness in management teams is presented. The model assumes that positive interdependence fosters effective decision making behaviors only if person conflict interferes with task conflict, but not in cases of one-sided task conflict one-sided person conflict, or no conflict. Survey results obtained from 102 members of management reams illustrate this complex interactive e ffect of positive interdependence and type of conflict. The proposed refine ment of the classic interdependence paradigm may advance recent theory and research on the role of type of conflict in team decision making.