• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.11
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• pp.253-263
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• 2018

This paper examined the U-shape curvilinear relationship between team level conflict management and individual level turnover intention by using exit-voice theory, bandwagon effect, and social loafing theory. In addition to the non-linear relationship between team-level conflict management and individual-level turnover intentions, we also examined how trust in leaders has a moderating effect on this relationship. The samples were collected from a South Korean manufacturing company with 331 team members from 48 teams and items were measured twice to avoid common method biases. The intercepts-as-outcomes model of hierarchical linear modelling was conducted to verify the hypothesis. Results supported the cross-level curvilinear hypothesis which indicated that employees' turnover intention sharply decreased if the activeness of group conflict management was small and increases slightly, but this tendency moderated as activeness increases. After passing the lowest point, their turnover intention increased in the end. However, the moderation effect of trust in leader on this relationship was not statistically significant and hypothesis 2 was rejected. This paper explained the effects of group dynamics of conflict management on individual turnover intention. Such evidence may elucidate the importance of managing the social loafing behavior on conflict management process. This paper examined the sequential, multi-level, and curvilinear relationship between conflict management and turnover intention. Organizations and managers will benefit from avoiding the human resource loss by managing the conflict management process.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.3
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• pp.311-322
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• 2020

This study aims to examine curvilinearly moderating effects of task interdependence on the relationship between demographic faultlines and group performance. It posits that the degree of task interdependence has an impact on the effects of demographic faultlines. It was conducted in six organizations in Korea, their industries including heavy industries, hospital, construction, petrochemical, fine chemicals, and system integration. The survey was distributed to 1330 individuals in 162 teams and 1082 individuals in 137 teams responded to the questionnaire. To test the hypotheses including nonlinear interactions, we conducted a hierarchical regression analysis to the survey data from 82 groups within six firms in Korea. The results show that for groups that experience a high level of task interdependence, the slope for the regression of demographic faultlines on group performance is comparatively low and, at the low level of task interdependence, insignificant. However, at intermediate levels of task interdependence, the association was strongly negative and significant. This study finds that the negative relationship between demographic faultlines and group performance is stronger when task interdependence is moderate than when task interdependence is high or low. Therefore, managers should pay attention to optimal group design by carefully assigning tasks in diverse and divided groups.