عنوان انگلیسی مقاله:

More communication is not always better? The interplay between effective communication and interpersonal conflict in influencing satisfaction

ترجمه عنوان مقاله: ارتباطات بیشترهمیشه بهترنیست؟ فعل و انفعال بین ارتباطات موثر و تعارض بین فردی در تاثیر بررضایت

رشته: مدیریت رفتار سازمانی

سال انتشار: 2013

تعداد صفحات مقاله انگلیسی: 10 صفحه

منبع: الزویر و ساینس دایرکت

نوع فایل: pdf

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چکیده انگلیسی مقاله

Effective communication on a personal level plays an important role in developing a long-term buyer seller relationship, but the process of interpersonal communication may be conflictual. Drawing on the interaction approach, the present study investigates the interplay between effective communication and interpersonal conflict in influencing satisfaction and argues that a high level of effective communication not only diminishes the negative impact of relationship conflict on satisfaction, but also suppresses the positive impact of task conflict on satisfaction. Surveying data from 298 procurement professionals revealed that as the level of effective communication increases, the negative impacts of relationship conflict on satisfaction decrease, but the positive impacts of task conflict on satisfaction also decrease. Therefore, effective communication is found to be beneficial for improving purchasers’ perceived satisfaction, but the timing of the task conflict, along with the low levels of relationship conflict, is a critical factor to affect the efficiency of effective communication.

Keywords: Effective communication, Task conflict, Relationship conflict, Satisfaction

مقدمه انگلیسی مقاله

In a long-term relationship between buyer and seller, the nature of exchange is relational, characterized by reliance on norms and shared values (Dwyer, Schurr, & Oh, 1987). Communication plays a vital role in the relationship development (Dwyer et al., 1987; Haytko, 2004; Olkkonen, Tikkanen, & Alajoutsijärvi, 2000) as it is important to develop shared values and understanding and to coordinate activities (Stanko, Bonner, & Calantone, 2007). Moreover, communicating such information has been shown to lead to increased buyer satisfaction (Mohr & Spekman, 1994) and increased confidence in the seller’s reliability and integrity (Morgan & Hunt, 1994). This, as a result, lowers transaction costs (time and effort) required of parties to negotiate and reach agreements (Ring & Van de Ven, 1994).

Of particular importance in a long-termbuyer–seller relationship is effective communication on personal level (Haytko, 2004; Olkkonen et al., 2000), which implies a degree of quality in the information exchanges between boundary spanners, performed regularly and whenever necessary (Sanzo, Santos, Vasquez, & Alvarez, 2003; Sharma & Patterson, 1999; Yen, Wang, & Horng, 2011). Effective communication can develop a common understanding of the message from both boundary spanners’ perspectives and is essential in order to reduce perceived risk and uncertainty, shape expectations, resolve any misunderstandings, explain the options, and build both boundary spanners’ knowledge bases (Sharma & Patterson, 1999; Yen et al., 2011). In buyer–seller relationship literature, some research on both organizational and personal levels has reported that effective communication significantly affects the buyer’s perceived relationship quality with the seller, on factors such as trust, commitment, and satisfaction (e.g. Sanzo, Santos, Alvarez, & Vasquez, 2007; Sanzo et al., 2003; Sharma & Patterson, 1999; Yen et al., 2011).

However, the process involving the exchanges of feedback, clarification, and explanation between the individuals of the exchange parties may be conflictual (Zaheer, McEvily, & Perrone, 1998). Specifically, there are always differences in viewpoints, ideas, and opinions about the content of tasks being performed, which is a type of interpersonal conflict: task conflict (Reid, Pullins, Plank, & Buehrer, 2004). Although extant research has reported that effective communication helps resolve disputes, which negatively affect the buyer’s perceived conflict (e.g. Sanzo et al., 2003; Sanzo et al., 2007; Sharma & Patterson, 1999), it does not mean that high level of effective communication is always accompanied by low level of task conflict. For example, Zaheer et al.

(1998) argue that “boundary spanners are more likely to confront trusted counterparts with ‘harsh truths’ than those they do not trust”. Although task conflict enhances the assessment of shared information and deliberates careful assessment of alternatives, it can still hurt consensus building (Jehn & Bendersky, 2003). Therefore, a buyer’s perceived efficiency may drop with an excessive amount of continuous discussion but when there is lack of consensus for undertaking a transaction, this in turn lowers the level of the buyer’s satisfaction with the seller.

In addition, Ring and Van de Ven (1994) propose that communications among parties gradually and incrementally produce a shared congruent understanding of an inflexible world, which is a critical experience in the social psychological processes of sense making and establishing psychological contracts. Moreover, these processes will take much longer to develop than commonly acknowledged by economic theories of transactions or legal work on relationship (Ring & Van de Ven, 1994). However, the lack of consensus may hinder the development of a shared congruent understanding when a purchaser and a salesperson have engaged in intense communication. Therefore, critical gaps are evident in our understanding of howthe interplay between effective communication and task conflict influence a buyer seller relationship.

نتیجه انگلیسی مقاله

This study captures the interplay between task and relationship conflict and effective communication on satisfaction in the relationship between a purchaser and a salesperson. Our analysis revealed that the impact of relationship conflict on satisfaction is negative, but no significant relationship was found between task conflict and satisfaction. Moreover, effective communication can ameliorate the harmful effect of relationship conflict on satisfaction. However, the directions of impact of task conflict on satisfaction at high levels of effective communication are opposite to those at low levels.

The negative relationship between task conflict and satisfaction occurs onlywith high levels of effective communication;with lowlevels of effective communication, a positive relationship is present (Fig. 3). This finding implicitly supports Lovelace, Shapiro, and Weingart’s (2001) research, in which they found that the impact of task disagreements on team performance was moderated by how collaboratively those doubts were communicated. Amason and Schweiger (1994) identified this paradox and suggested that teams need not only to engage in task conflicts to produce high-quality decisions, but also somehow to reach consensus without interfering with the quality of the decision. In addition, based on Haytko’s (2004) proposition, interpersonal communication is the key to building a knowledge base about the other person. Moreover, as this knowledge base grows, the relationship matures. Furthermore, Dwyer et al. (1987) propose that a buyer–seller relationship seems unlikely to form without collaborative communication of wants, issues, inputs, and priorities.

That is, the interpersonal relationship at high levels of effective communication should be more mature than at a low level. Therefore, our results imply that a high level of task conflict combined with a more mature interpersonal relationship can be destructive, but, in contrast, can be constructive in an immature interpersonal relationship (Jehn & Bendersky, 2003).

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