000			01644pab a2200193 454500
008			180718b2015 xxu||||| |||| 00| 0 eng d
100			_aFlink, Carla M.
245			_aMultidimensional conflict and organizational performance
260			_c2015
300			_ap.182-200.
362			_aMar
520			_aConflict is part of every organization. Scholars have studied the effects of conflict on organization dynamics and their outputs. Literature suggests that not all conflict is detrimental for organizations some conflict actually helps bolster and refresh organizations. One concern for organizations is the vertical strategic alignment of management strategies. Vertical cohesion or conflict impacts an organization's ability to reach optimal performance. In the setting of English local governments, this study uses vertical strategic differences among two levels of management as the measure of conflict in organizations to examine, one, how it impacts organization performance, and two, if conflict has a nonlinear relationship with performance. Results indicate that conflict on single strategies has no bearing on organization performance. Total strategy or multidimensional conflict, however, negatively impacts performance. There is little support for a nonlinear relationship between conflict and performance. Further analyses indicate that the negative impact of conflict is amplified for smaller organizations. - Reproduced.
650			_aPerformance appraisal
650			_aManagement
650			_aOrganizations
650			_aConflict resolutions
773			_aAmerican Review of Public Administration
909			_a108365
999			_c108360 _d108360