This paper develops and examines a model of the antecedents and consequences of decision-making comprehensiveness during the new product development process. This model firstly suggests a concave relationship between intrateam task disagreement and decision-making comprehensiveness. It also conjectures that conflict communications influence the effectiveness of decision-making comprehensiveness on new product teams’ performance. An empirical test of the proposed framework involves a survey of 220 cross-functional new product teams. The findings show that an inverse U-shaped relationship exists between intrateam task disagreement and decision-making comprehensiveness. It also indicates that collaborative communication has a negative effect on innovativeness, whereas contentious communication adversely affects constraint adherence. However, decision-making comprehensiveness partially moderates the relationships between conflict communications and team performance. Some managerial and research implications of the findings were also discussed in this study.
Chang, T. J., & Yeh, S.-P. (2014). Intra project team disagreement, conflict communications, and team performance in cross-functional new product teams: A decision-making quality perspective. South African Journal of Economic and Management Sciences, 17(1), 91–107. https://doi.org/10.4102/sajems.v17i1.664