Disagreement about the team's status hierarchy
an insidious obstacle to coordination and performance
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Author
Contributions
- Harvard Business School - Contributor
Publication
2010 - Harvard Business School, Boston, Massachusetts
Language
English
Word Count
10,250 words, Guess
Page Count
41 pages
Identifiers
- OCLC Control Number656835563
- Open LibraryOL45282499M
Description
Hierarchies are pervasive in groups, generally providing clear guidelines for the dominance and deference behaviors that members are expected to show based on their relative ranks. But what happens when team members disagree about where each member ranks on the status hierarchy? While some research has examined overt status rivalries, typically focusing on battles for the top positions, our study contributes novel findings on the effects of disagreement amongst all members' perceptions of their team's status hierarchy. This paper develops and tests a theory to explain how even small differences in members' status perceptions-differences that may not be apparent to the members themselves-can diminish coordination, generate task conflict, and weaken performance.
Subjects
Series Statement
- Working paper / Harvard Business School -- 10-113
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