TO AGREE OR NOT TO AGREE: THE EFFECTS OF VALUE CONGRUENCE, INDIVIDUAL DEMOGRAPHIC DISSIMILARITY, AND CONFLICT ON WORKGROUP OUTCOMES

TLDR

The study examines how value congruence and demographic dissimilarity among workgroup members influence conflict types and productivity, and whether similarity or disagreement is advantageous. Using a quasi‑experimental design, the authors compare groups differing in value alignment and demographic characteristics (sex, age, education) to assess conflict and performance outcomes. Results show that sex and age differences raise relationship conflict, education differences raise task conflict, while value congruence lowers both conflict types and enhances performance, with specific value orientations linked to higher objective performance, perceived performance, and satisfaction, except team orientation which reduces individual satisfaction.

Abstract

In this quasi‐experimental study we investigate value congruence and demographic dissimilarity among group members as factors which influence various types of conflict within workgroups. We also examine whether it is beneficial for members to be different or alike, to agree or disagree, in order to foster work group productivity. Results indicate that visible individual demographic differences (i.e., sex, age) increase relationship conflict, while informational demographic differences (i.e., education) increase task‐focused conflict. Value congruence of members decreased both relationship and task conflict, and the specific content of the values held by members influenced performance. Specifically, both detail and outcome group value orientations increased objective performance; outcome, decisiveness, and stability orientations increased perceptions of high performance; and both decisiveness and supportiveness orientations increased the satisfaction level of group members while a team orientation decreased individual member satisfaction in this sample.