When faultlines are created: Exploring the conflict triggering process in sport |
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| Institution: | 1. Department of Sport Management, Brock University 1812, Sir Isaac Brock Way, St. Catharines, Ontario L2S 3A1 Canada;2. Department of Health and Kinesiology, Texas A&M University, 4243 TAMU, College Station, TX 77843, United States;3. Department of Tourism, Recreation and Sport Management, University of Florida, 310 Florida Gym, P.O. Box 118208, Gainesville, FL 32611, United States;1. Department of Surgery, Westmead Hospital, Westmead, New South Wales, Australia;2. Department of Renal Medicine, Westmead Hospital, Westmead, New South Wales, Australia;3. Discipline of Surgery, Sydney Medical School, The University of Sydney New South Wales, Australia;1. Área de Investigación, Instituto de Oncología “Ángel H. Roffo”, Av. San Martín 5481, C1417DTB Buenos Aires, Argentina;2. Hospital Italiano de Buenos Aires, Gascón 450, C1181ACH Buenos Aires, Argentina;3. Laboratorio de Inmunopatología, Instituto de Biología y Medicina Experimental, Consejo Nacional de Investigaciones Científicas y Técnicas (CONICET), Vuelta de Obligado 2490, C1428ADN Buenos Aires, Argentina;4. Laboratorio de Glicómica Funcional, Departamento de Química Biológica, Facultad de Ciencias Exactas y Naturales, Universidad de Buenos Aires, Intendente Güiraldes 2160, C1428EGA Buenos Aires, Argentina;1. Department of Surgery, University Hospital Southampton National Health Service Foundation Trust, Southampton, United Kingdom;2. Department of Surgery, Academic Medical Center, Amsterdam, The Netherlands;1. Department of Mathematics, Faculty of Science, Maejo University, Sansai 50290, Chiang Mai, Thailand;2. School of Electrical Engineering, Korea University, Seoul, 136-701, Republic of Korea;3. Department of Mechanical Engineering, Politecnico di Milano, 20156 Milan, Italy |
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| Abstract: | The purpose of this article is to advance theoretical understanding of the relationship between task conflict and relationship conflict (i.e., triggering process) by discussing the role of social identity as a mediating factor. Specifically, the authors’ proposed theoretical model emphasizes the consequences of intense, long-lasting task conflict by mapping the connection to workgroup identity formation and relationship conflict. The authors apply social identity theory to provide a new lens through which to view the impact of intense, long-lasting task conflict that goes unmanaged in sport organizations. Further, the authors provide several testable propositions regarding identity and subgroup formation that point to major factors influencing the development of relationship conflict within groups. The authors’ propositions bolster current sport management theory by emphasizing how intergroup and intragroup processes are interwoven. |
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| Keywords: | Theoretical model Conflict Social identity |
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