Decisions made by top management teams and the setting of goals for the organization are of critical importance. It seems likely the process is one that could be subject to conflict. This paper looks at conflict's impact on firm behavior and a new approach for understanding conflict. The paper examines a study done by Amason and Sapienza, which tests a model that looks at the effects of two types of conflict and how the moderating variables they propose can impact the quality of decision-making. The article proposes a model that identifies an additional construct that, when added to their model, more fully specifies the impact of conflict on decision-making.



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