At present time, methods of research about top management team’s conflict become more and more prosperous with the help of complex system theory and evolutionary game. Taking family enterprise as an example, this paper makes an attempt on exploring complex network modeling to study data processing method and abstraction method of complex network of TMT conflict. And the paper will consider the attribute and relational mapping of top management team as nodes and edges in complex network to discuss the direct correspondence between complex network structure and management team characteristics. Besides that, according to the multiple attribute decision making, the method to dig into core members of the top management team will be created on the basis of the degree, closeness, cluster coefficient, and betweenness. And then the article will devote to studying the impact of attributes to the inner mechanism of TMT conflict and team cohesion through the network characteristic analysis.
In the era of knowledge-based economy society, as one of the decisive factor to get sustained viability and greater market development of family enterprises, conflict of top management team attracts more and more attention. Social investigation and mathematical statistics are usually adopted as basic tools in traditional research to discuss TMT (top management team) conflict and analyze the relationship between team performance and the motivation. In recent years, there is little progress in the description of nonlinear properties, microscopic mechanism, and interaction process of the TMT conflict. Different from the overall top-down research method, this paper tries to make use of grounded theory research method to describe attributes, microscopic behavior, and macrobehavior of TMT conflict with tools of complex network and multiagent complex system model. And finally the author will discuss the process and mechanism of team conflict and its influence on the cohesion and team performance from different perspectives.
According to self-organization characteristics of family enterprises, TMT members’ constitution has the characteristics of knowledge complementarities, special affiliation subordination, and specific properties of demography and task other than normal organization. As a result, the paper considers individual members in family enterprises as different network nodes. Furthermore, the relationship between member
TMT members in family enterprise play important roles of conflict body in decision making and program delivering. The network analysis and abstraction of conflict should be based on the attribute extraction of team members [
What a team should focus on are task and relationship. Thus, the internal conflict relationship among TMT members under the real conditions contains task conflict (
Therefore, this network can be defined in the form of the adjacency matrix as formula (
In formula (
Due to the basic concept of graph theory [
If we can promptly determine the key personnel who definitely influence cohesion of TMT and focus on how to deal with them it will be possible to reduce the potential conflicts and improve TMT efficiency [
The importance of the node can be shown through the value of nodes degrees. In other words, the node with high degrees in the network means the member has a complex interpersonal relationship with others in the task and human communication. So these members should be skilled in the management experience, communication skills and technical level; otherwise lacking of all these skills might result in the task or interpersonal conflict easily [
Based on formula (
The central location of every node in the network depends on the differences of closeness. The larger closeness means more important position. Communication will be more smooth, task transfer will be more convenient, and the conflict will be reduced greatly when network distance becomes small in the task and interpersonal interaction among the TMT members. Therefore, if the closeness of a TMT member is large, he/she will be in the center of the network. His/her strong cohesive force can fully and effectively mobilize and utilize human resources of the team; thus it is beneficial to improve the efficiency of TMT in family enterprise [
It is important to note that
Degree, closeness, cluster coefficient, and betweenness, four characteristic properties which are commonly used to describe TMT network, are usually observed and measured by value of different colors. And due to their vector characteristics, the author has to make further processing before analyzing the core nodes of network. In TMT network, we use
If
After calculation with formula (
Finally we can obtain the normalized matrix
The team leadership which is a key factor to influence the team cohesion determines that the author should look for the core nodes of TMT network. System science [
According to the definition and analysis of the degree, we could know that if you want to estimate the importance of a node, it is best to measure it from the perspective of global network. Besides, the value of the degree of adjacent nodes is equally important. It is assumed that
If it is difficult to estimate the importance of the relationship between two nodes; we can assume the value of
Four properties which are degree, closeness, cluster coefficient, and betweenness can be used to elaborate the characteristics of the network nodes from different sides. So we can establish characteristic attribute value matrix
On the basis of all the above, four values of weight
If we can obtain the order relationship with the help of formula (
The members of Family Business’s TMT have individual differences and their behavior is dynamic, while the individual members have the abilities of self-learning and self-adaption and are able to adjust their behavioral decision making based on their own experience and the interaction with the other members in the later work; thus, the conflict between team members is complex management problems; it has a nonlinear characteristic. This study pays attention to making a comparison between the different values of sequence calculated through node weight sorting and multiple attribute decision making sorting to identify and measure the position and role of the members in the team.
According to the definition of the attributes and operator algorithm, we can divide the calculation model into several steps. Firstly, draw TMT network graph and calculate characteristic attribute of two color vectors. Secondly, construct attribute value matrix by the weights of two colors (red and green); these two colors represent task conflict and relationship conflict, and also construct attribute value matrix by the weights of two colors. Thirdly, through normative approach and normalization processing, establish the standard matrix and the normalized matrix. Finally, count the value of weight and sort the attribute value, and precisely describe the key nodes [
Evaluation model of network attribute.
Two relatively big family enterprises which are included in mobile communication products distribution industry and produce mobile communication products are located in Yangtze River delta region. Due to typical attributes, they are chosen as examples in this paper. For the convenience of research, we refer to the sample enterprises as
Background description of
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Time of company’s foundation | 1996 | 1998 |
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Corporation nature | Family business, restructured as large state-owned joint venture company in 2004, used to engage in mobile phone distribution, now operates as limited liability company | Family business, now operating as Co., Ltd. |
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Brand agency | First-line brand of mobile phones, such as Samsung, Motorola, and HTC | Second- and third-line brand of mobile phones, such as LG, Lenovo, ZTE, and Tianyu |
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Major markets | Concentrated in the Yangtze River Delta region, mainly in Jiangsu Province | Nationwide, especially focus on relatively small city in Zhejiang Province |
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Main business operation | Engage in mobile phone sales agent service and telecom service | Engage in China mobile business sales agent service, such as mobile phone sales agent, telecom service, and cross industry investment |
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Operating conditions | Performance is stable; sales of 3.1 billion yuan in 2007 | Sales income is 3.4 billion yuan in 2007 and then losses due to the volatile market changes |
Like many other private mobile phone enterprises, enterprise
Comparative analysis on composition of TMT in
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Sequence | Position | ID | Sequence | Position | ID |
01 | President | Group accredited | 01 | President and general manager | Company founder & CEO |
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02 | CEO | Company founder and administrative manager | 02 | Executive deputy general manager | Family member (in charge of finance, logistics management, personnel, etc.) |
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03 | Assistant general manager | Professional manager | 03 | Assistant president | Professional manager |
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04 | Deputy general manager | Professional manager | 04 | Administrative personnel manager | Professional manager |
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05 | Finance director | Professional manager | 05 | Technical manager | Professional manager |
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06 | Internal consultant | Family member | 06 | Sales manager | Professional manager |
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07 | Marketing director | Senior staff | 07 | Financial department manager | Professional manager |
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08 | Marketing manager | Senior staff | 08 | Finance director | Senior staff |
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09 | Sales manager | Senior staff | 09 | Logistics department manager | Family member |
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10 | Financial department manager | Senior staff | |||
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11 | Development manager | Senior staff | |||
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12 | IT manager | Senior staff |
Comparative analyses on TMT attributes of
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Corporate governance structure | Relatively perfect and consists of the board of directors and supervisory board | Relatively lack of corporate governance, the board exists in name only, CEO also functions as president and general manager |
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Educational background | Internal consultant is a professional and well-known expert; assistant general manager, finance director, and marketing manager all obtained bachelor degree; and the educational background of other members in TMT is college or below | Assistant president and mobile department director all obtained bachelor degree; others’ degree is college or below |
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Age range | They are all over 35 years old and less than 57; the average age is 44.2 | They are all over 39 years old and less than 63; the average age is 48.1 |
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Professional backgrounds | CEO majors in telecommunication specialty; financial director majors in accounting; professional managers all major in related specialty, and others have no relevant professional background | Finance director has previous related financial career background; professional managers have previous related career background; other executives in TMT have no relevant professional background |
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Presidency | Their terms are all long which are usually longer than 7 years; the active turnover of company veteran is low, especially core executives worked in the finance and sales department |
Their terms are all short which are not longer than 5 years; the active turnover of company veteran and professional manager is high; for example, finance department manager and sales manager changed frequently |
Table
The members of Family Business’s TMT have individual differences and their behavior is dynamic, while the individual members have the abilities of self-learning and self-adaption and are able to adjust their behavioral decision making based on their own experience and the interaction with the other members in the later work; thus, the conflict between team members is complex management problems; it has a nonlinear characteristic. Compared to family enterprise
It can be learned and founded from the interview that those members of TMT whose cohesiveness is strong often make decisions by considering collective interests in the family enterprise
Interview results show that members of TMT in
Structure of TMT relationship network in corporate
Task relationship (
Interpersonal relationship (
Structure of executive team relationship network in corporate
Task relationship (
Interpersonal relationship (
The personnel composition in TMT is shown by the node in Figures
Different values of
Network attributes of TMT in
Name | Subsequence |
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Degree | Closeness | Cluster coefficient | Betweenness | S-node |
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WWY | 01 | (6, 3, 10, 9, 10, 10) |
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SHJ | 02 | (16, 2, 9, 10, 9, 10) |
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ZQM | 03 | (9, 2, 6, 7, 8, 9) |
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ZJ | 04 | (6, 3, 8, 10, 9, 9) |
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SZF | 05 | (4, 2, 6, 8, 8, 10) |
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WHC | 06 | (5, 4, 4, 7, 8, 8) |
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DHY | 07 | (14, 2, 7, 9, 10, 9) |
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LXJ | 08 | (16, 1, 3, 9, 9, 10) |
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CHL | 09 | (10, 1, 3, 8, 8, 10) |
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CB | 10 | (16, 1, 1, 8, 8, 9) |
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JHX | 11 | (10, 1, 2, 8, 9, 10) |
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LGF | 12 | (13, 1, 3, 7, 6, 8) |
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Relationship network attribute decision matrix and sequence
Number |
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Order | |||||||||
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01 | 2.5 | 22 | 0.83 | 0 | 0.21 | 0.53 | 0.83 | 0 | 0.0724 | 0.1064 | 0.1187 | 0 | 1.6739 |
02 | 8 | 15 | 0.48 | 30.5 | 1 | 1 | 0.48 | 1 | 0.3447 | 0.2008 | 0.0687 | 0.3472 | 2.7142 |
03 | 1.5 | 26 | 0.50 | 0 | 0.07 | 0.27 | 0.50 | 0 | 0.0244 | 0.0542 | 0.0716 | 0 | 1.3918 |
04 | 3 | 30 | 0.60 | 18 | 0.29 | 0 | 0.60 | 0.59 | 0.0985 | 0 | 0.0858 | 0.2048 | 2.2356 |
05 | 2.5 | 25 | 0.67 | 16 | 0.21 | 0.33 | 0.67 | 0.52 | 0.0723 | 0.0663 | 0.0959 | 0.1806 | 2.2339 |
06 | 2 | 29.5 | 1 | 0 | 0.14 | 0.03 | 1 | 0 | 0.0492 | 0.0060 | 0.1431 | 0 | 1.3614 |
07 | 2.5 | 22 | 0.83 | 0 | 0.21 | 0.53 | 0.83 | 0 | 0.0723 | 0.1064 | 0.1187 | 0 | 1.6737 |
08 | 2.5 | 23.5 | 0.83 | 0 | 0.21 | 0.43 | 0.83 | 0 | 0.0723 | 0.0863 | 0.1187 | 0 | 1.6446 |
09 | 2.5 | 22 | 0.75 | 2.5 | 0.21 | 0.53 | 0.75 | 0.08 | 0.0723 | 0.1064 | 0.1073 | 0.0278 | 2.0708 |
10 | 2 | 24 | 0.33 | 0 | 0.14 | 0.40 | 0.33 | 0 | 0.0493 | 0.0804 | 0.0472 | 0 | 1.4666 |
11 | 2.5 | 21 | 0.17 | 21 | 0.21 | 0.60 | 0.17 | 0.69 | 0.0723 | 0.1205 | 0.0243 | 0.2396 | 2.2013 |
12 | 1 | 25 | 0 | 0 | 0 | 0.33 | 0 | 0 | 0 | 0.0663 | 0 | 0 | 0.5059 |
The value of weight of OWG is 0.2498, 0.2511, 0.2541, and 0.2477; the sequence is
Relationship network attribute decision matrix and sequence
Number |
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01 | 2.8 | 23.2 | 0.73 | 0 | 0.26 | 0.53 | 0.73 | 0 | 0.0765 | 0.0895 | 0.1056 | 0 | 1.6392 |
02 | 8 | 15.6 | 0.21 | 27.2 | 1 | 1 | 0.21 | 0.81 | 0.2940 | 0.1686 | 0.0305 | 0.2793 | 2.5211 |
03 | 1.8 | 25.4 | 0.80 | 0 | 0.11 | 0.39 | 0.80 | 0 | 0.0324 | 0.0658 | 0.1158 | 0 | 1.5103 |
04 | 2.4 | 29.8 | 0.84 | 7.2 | 0.20 | 0.11 | 0.84 | 0.21 | 0.0589 | 0.0185 | 0.1216 | 0.0724 | 2.3818 |
05 | 2.8 | 24.4 | 0.47 | 25.6 | 0.26 | 0.45 | 0.47 | 0.76 | 0.0765 | 0.0759 | 0.0680 | 0.2621 | 2.2758 |
06 | 2 | 31.6 | 1 | 0 | 0.14 | 0 | 1 | 0 | 0.0412 | 0 | 0.1447 | 0 | 1.0653 |
07 | 2.8 | 21.4 | 0.73 | 0 | 0.26 | 0.64 | 0.73 | 0 | 0.0765 | 0.1079 | 0.1056 | 0 | 1.6654 |
08 | 2.8 | 23.8 | 0.73 | 0 | 0.26 | 0.49 | 0.73 | 0 | 0.0765 | 0.0826 | 0.1056 | 0 | 1.6283 |
09 | 3.4 | 20.8 | 0.60 | 4 | 0.34 | 0.68 | 0.60 | 0.12 | 0.1000 | 0.1147 | 0.0868 | 0.0414 | 2.3818 |
10 | 2.6 | 24 | 0.53 | 0 | 0.23 | 0.48 | 0.53 | 0 | 0.0676 | 0.0809 | 0.0767 | 0 | 1.5656 |
11 | 3.4 | 19.2 | 0.27 | 33.6 | 0.34 | 0.78 | 0.27 | 1 | 0.1000 | 0.1315 | 0.0391 | 0.3448 | 2.3740 |
12 | 1 | 25.6 | 0 | 0 | 0 | 0.38 | 0 | 0 | 0 | 0.0641 | 0 | 0 | 0.5015 |
The value of weight of OWG is 0.2504, 0.2512, 0.2513, and 0.2471; the sequence is
Relationship network attribute decision matrix and sequence
Number |
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Order | |||||||||
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01 | 2.2 | 20.8 | 0.93 | 0 | 0.17 | 0.52 | 0.93 | 0 | 0.0691 | 0.1262 | 0.1446 | 0 | 1.7214 |
02 | 8 | 14.4 | 0.11 | 33.8 | 1 | 1 | 0.11 | 1 | 0.4065 | 0.2426 | 0.0171 | 0.4311 | 2.6703 |
03 | 1.2 | 26.6 | 0.20 | 0 | 0.03 | 0.06 | 0.20 | 0 | 0.0122 | 0.0146 | 0.0311 | 0 | 1.0951 |
04 | 3.6 | 20.2 | 0.36 | 28.8 | 0.37 | 0.55 | 0.36 | 0.85 | 0.1504 | 0.1335 | 0.0560 | 0.3664 | 3.0060 |
05 | 2.2 | 25.6 | 0.87 | 6.4 | 0.17 | 0.14 | 0.87 | 0.19 | 0.0691 | 0.0340 | 0.1353 | 0.0819 | 2.0836 |
06 | 2 | 27.4 | 1 | 0 | 0.14 | 0 | 1 | 0 | 0.0569 | 0 | 0.1555 | 0 | 1.1147 |
07 | 2.2 | 22.6 | 0.93 | 0 | 0.17 | 0.37 | 0.93 | 0 | 0.0691 | 0.0898 | 0.1446 | 0 | 1.6727 |
08 | 2.2 | 23.2 | 0.93 | 0 | 0.17 | 0.32 | 0.93 | 0 | 0.0691 | 0.0777 | 0.1446 | 0 | 1.6532 |
09 | 1.6 | 23.2 | 0.90 | 1 | 0.09 | 0.32 | 0.90 | 0.03 | 0.0366 | 0.0777 | 0.1401 | 0.0129 | 1.9149 |
10 | 1.4 | 24 | 0.13 | 0 | 0.06 | 0.26 | 0.13 | 0 | 0.0244 | 0.0631 | 0.0202 | 0 | 1.2687 |
11 | 1.6 | 22.8 | 0.07 | 8.4 | 0.09 | 0.35 | 0.07 | 0.25 | 0.0366 | 0.0850 | 0.0109 | 0.1077 | 1.8730 |
12 | 1 | 24.4 | 0 | 0 | 0 | 0.23 | 0 | 0 | 0 | 0.0558 | 0 | 0 | 0.4835 |
The value of weight of OWG is 0.2497, 0.2518, 0.2518, and 0.2467; the sequence is
When task is in equilibrium with interpersonal relationship and
When
When order relation of attributes is 02 > 04 > 05 > 11 > 09 > 01 > 07 > 08 > 10 > 03 > 06 > 12; order relation of node weight is 02 > 04 > 09 > 11 > 01 > 07 > 08 > 10 > 05 > 03 > 06 > 12.
When order relation of attributes is 02 > 04 = 09 > 11 > 05 > 07 > 01 > 08 > 10 > 03 > 06 > 12; order relation of node weight is 02 > 09 = 11 > 07 = 08 > 10 > 01 > 04 > 05 > 03 > 06 > 12.
When order relation of attributes is 04 > 02 > 05 > 09 > 11 > 01 > 07 > 08 > 10 > 06 > 03 > 12; order relation of node weight is 02 > 04 > 01 > 07 = 08 > 09 = 11 > 05 > 10 > 06 > 03 > 12.
It can be seen from Tables
From the perspective of continually changing work environment, when the value of
The algorithm for
Relationship network characteristic attribute of TMT in
Name | Number |
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Degree | Proximity | Cluster coefficient | Betweenness | S-node |
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HWG | 01 | (14, 1, 10, 9, 9, 8) |
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ZTF | 02 | (9, 2, 9, 9, 8, 8) |
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SLR | 03 | (6, 2, 6, 6, 7, 7) |
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WZS | 04 | (4, 2, 7, 8, 8, 7) |
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XJ | 05 | (2, 2, 3, 6, 6, 7) |
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XHJ | 06 | (5, 1, 5, 8, 8, 9) |
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CJZ | 07 | (4, 2, 2, 7, 8, 8) |
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LHF | 08 | (12, 1, 6, 8, 9, 8) |
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HAP | 09 | (10, 1, 7, 7, 8, 8) |
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Relationship network attribute decision matrix and sequence
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Order | |||||||||
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01 | 2 | 17 | 1 | 0 | 0.13 | 0.57 | 1 | 0 | 0.0605 | 0.0950 | 0.2464 | 0 | 1.7548 |
02 | 5.5 | 12 | 0.22 | 16.5 | 1 | 1 | 0.06 | 1 | 0.4650 | 0.1666 | 0.0148 | 0.2994 | 2.5516 |
03 | 10.5 | 18.5 | 0.50 | 0 | 0 | 0.43 | 0.40 | 0 | 0 | 0.0717 | 0.0985 | 0 | 1.0737 |
04 | 3 | 17 | 0.17 | 14 | 0.38 | 0.57 | 0 | 0.85 | 0.1767 | 0.0950 | 0 | 0.2545 | 1.9144 |
05 | 1.5 | 23.5 | 0.50 | 0 | 0 | 0 | 0.40 | 0 | 0 | 0 | 0.0985 | 0 | 0.5589 |
06 | 2 | 17.5 | 0.50 | 11 | 0.13 | 0.52 | 0.40 | 0.67 | 0.0605 | 0.0867 | 0.0985 | 0.2006 | 2.2679 |
07 | 2 | 18 | 1 | 0 | 0.13 | 0.48 | 1 | 0 | 0.0605 | 0.0800 | 0.2463 | 0 | 1.7313 |
08 | 2.5 | 16 | 0.83 | 0.5 | 0.25 | 0.65 | 0.80 | 0.03 | 0.1163 | 0.1083 | 0.1970 | 0.0090 | 2.1322 |
09 | 2 | 15.5 | 1.3 | 13 | 0.13 | 1.78 | 0 | 0.79 | 0.0605 | 0.2967 | 0 | 0.2365 | 1.9334 |
The value of weight of OWG is 0.2481, 0.2519, 0.2511, and 0.2489; the sequence is
Relationship network attribute decision matrix and sequence
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Order | |||||||||
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01 | 2 | 20.8 | 1 | 0 | 0.20 | 0 | 1 | 0 | 0.0714 | 0 | 0.2392 | 0 | 1.2157 |
02 | 5.2 | 13.2 | 0.27 | 16.8 | 1 | 1 | 0.09 | 0.81 | 0.3572 | 0.2330 | 0.0215 | 0.2440 | 2.5535 |
03 | 1.8 | 19.4 | 0.8 | 0 | 0.15 | 0.18 | 0.75 | 0 | 0.0536 | 0.0420 | 0.1795 | 0 | 1.5823 |
04 | 2.4 | 20 | 0.67 | 12.8 | 0.30 | 0.24 | 0.59 | 0.62 | 0.1071 | 0.0559 | 0.1411 | 0.1867 | 2.3281 |
05 | 1.2 | 15.2 | 0.2 | 0 | 0 | 0.74 | 0 | 0 | 0 | 0.1725 | 0 | 0 | 0.6430 |
06 | 2 | 17.2 | 0.2 | 17.6 | 0.20 | 0.47 | 0 | 0.85 | 0.0714 | 0.1096 | 0 | 0.2560 | 1.8034 |
07 | 2 | 19.2 | 1 | 0 | 0.20 | 0.21 | 1 | 0 | 0.0714 | 0.0490 | 0.2393 | 0 | 1.6844 |
08 | 2.8 | 16 | 0.73 | 0.8 | 0.40 | 0.63 | 0.66 | 0.04 | 0.1429 | 0.1469 | 0.1579 | 0.0120 | 2.1958 |
09 | 2.6 | 14.6 | 0.27 | 20.8 | 0.35 | 0.82 | 0.09 | 1 | 0.1250 | 0.1911 | 0.0215 | 0.3013 | 2.3791 |
The value of weight of OWG is 0.2502, 0.2513, 0.2502, and 0.2483; the sequence is
Relationship network attribute decision matrix and sequence
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01 | 2 | 15.2 | 1 | 0 | 0.17 | 0.53 | 1 | 0 | 0.0702 | 0.1345 | 0.1923 | 0 | 1.7787 |
02 | 5.8 | 10.8 | 0.17 | 16.2 | 1 | 1 | 0 | 1 | 0.4132 | 0.2538 | 0 | 0.3936 | 2.3045 |
03 | 1.2 | 17.6 | 0.20 | 0 | 0 | 0.28 | 0.04 | 0 | 0 | 0.0711 | 0.0077 | 0 | 0.8066 |
04 | 3.6 | 14 | 0.27 | 15.2 | 0.52 | 0.66 | 0.12 | 0.94 | 0.2150 | 0.1675 | 0.0231 | 0.3701 | 2.4885 |
05 | 1.8 | 20.2 | 0.80 | 0 | 0.13 | 0 | 0.76 | 0 | 0.0537 | 0 | 0.1462 | 0 | 1.0986 |
06 | 2 | 17.8 | 0.80 | 4.4 | 0.17 | 0.26 | 0.76 | 0.27 | 0.0702 | 0.0660 | 0.1462 | 0.1063 | 2.2110 |
07 | 2 | 16.8 | 1 | 0 | 0.17 | 0.36 | 1 | 0 | 0.0702 | 0.0914 | 0.1923 | 0 | 1.7228 |
08 | 2.2 | 16 | 0.93 | 0.2 | 0.22 | 0.45 | 0.92 | 0.01 | 0.0909 | 0.1142 | 0.1768 | 0.0040 | 2.0311 |
09 | 1.4 | 16.4 | 0.67 | 5.5 | 0.04 | 0.40 | 0.60 | 0.32 | 0.0165 | 0.1015 | 0.1154 | 0.1260 | 2.1015 |
The value of weight of OWG is 0.2491, 0.2523, 0.2520, and 0.2466; the sequence is
Similarly, When When When
In the different value of
Viewing the situation as a whole, under different relationship status, the performance of professional managers (nodes 03, 05, 06, and 07) is just mediocre, except node 04. This company will lose its advantages. And the length of the path between general manager (node 01) and members (nodes 04, 05, and 06) is long, which results in the lack of cohesion in the team and possible factional conflicts; meanwhile, the sequence of relation network of senior team members changes frequently. And the performance of members is poor to reduce team conflict, which leads to significant negative effects on team efficiency under the different relationship oriented.
Then we make a comparison between teams
Completely rational actor is inexistent in the real world; in addition to the fact that information between the TMT members of the family enterprise is not completely transparent, the personality characteristics and the emotion of the executing task also affect the learning and decision making process. The conflict between team members is complex management problems; it has a nonlinear characteristic. On the basis of research above, it is well founded to think that different conflict will influence the relationship between team members. In other words, it will bring changes about communication between members. And these changes will affect the cohesion in TMT. At the same time, as a key factor, team leadership plays the significant role in the conflict. Results calculated with complex network model and results of interview are well corroborated mutually.
Firstly, only the manager who grasps the nature of team conflict comprehensively and who uses a variety of conflict management styles can deal with conflicts effectively and enhance the frequency of cooperation and improve team cohesion. Secondly, in order to maximize the overall interests of enterprises, enterprise managers should focus on strengthening unity and cooperation among team members, controlling the intensity of conflict between team members at a reasonable level, finding out primary causes of conflict, and clearing conflict of nature. Using different strategies of avoiding conflict can achieve contradictory unity between individual and team efficiency, effectively enhance cohesion of team, and build a harmonious team. Finally, these results show us that a fast and effective research program for the network study of conflicts in TMT under the complex environments will be provided if we analyze and extract the network characteristic attributes which are degree, closeness, cluster coefficient, and betweenness and aggregate the value of them with the help of the relevance between traits of management team and complex network characteristics on the basis of building the model of network [
The authors declare that there is no conflict of interests regarding the publication of this paper.
This research is supported by National Natural Science Fund (71102160), Humanities and Social Sciences Project of Ministry of Education (10YJC630281), China Postdoctoral Science Foundation funded project (2015M571708), and Advanced Talent Project of Jiangsu University (09JDG050 and 14JDG202), and National Statistic Fund (2014LY071).