Private Enterprise Senior Team Internal Conflict Empirical Study Of The Impact Of The Decision-making

Expansion of business scale and complexity of the external economic environment brought lots of unprecedented challenges to business leaders, business leaders personal wisdom has become increasingly difficult for enterprises to make the right decisions, but the collective wisdom of the executive team (top management team, TMT) decision-making begins to conform to the changes and the inherent requirements of the external environment for enterprises, and becomes a new type of decision-making mode. However, in the current management practices of many enterprises in China, as a universal phenomenon, team conflict in the organization also exist in the private corporate top management team. Some domestic and foreign scholars in recent years get the effects of team conflict on team decision-making. It is that the conflicts are an important variable in the team decision-making process. This paper attempts to combine Chinese cultural background of team conflict on the decision-making for providing some effect hypothesis.In this paper, Main idea is about the theme of conflict and decision-making effects of the corporate executive team, which explores the cognitive conflict on the decision-making effect of team conflict, emotional conflict on the decision-making effect. Combined with the specific situation of Chinese enterprises, we plan to explore the impact of cognitive conflict on the executive team decision-making effect and why it is different from the views of foreign mainstream. To provide a theoretical reference and practical guidance to improve team decision-making effect, it gets useful information from the various conflicts in the team in this stage the system and cultural environment of our country.In this study, literature review, and the interviews with business executives and questionnaires and other methods are used. First, the existing research on the theory of the conflict of top management team and decision-making effects were reviewed; Secondly, the interviews with business executives are finished through the convenient of work; Third, on the basis of the literature review and depth interviews, conflict behavior of the executive team are summarized and analyzed, and get the relevant dimensions. Meanwhile, the model and assumptions, which include cognitive conflict, emotional conflict and decision-making effects, is proposed; Fourth, the reference to the relative maturity of the foreign questionnaire that includes the conflict of top management team and decision-making effect, combined with the actual situation of China’s enterprises. In term of this paper questionnaire, this paper conducted a questionnaire survey of34top management team, tested the reliability and validity of measurement tools, and verified the top management team decision-making effect, cognitive conflict and emotional conflict by SPSS statistical software.The results show that:first, the conclusion that team conflict is divided into cognitive conflict and emotional conflict for the executive team of the Chinese private enterprises is true; Second, The relationship between cognitive conflict and the decision-making effect is the "inverted U" curve, not is positive correlation mentioned in a large number of foreign literatures; Third, The relationship between emotion conflict and the decision-making effect is significant negative correlation, and the significant extent is slightly higher than that in foreign-related research.