An Empirical Investigation of Collaborative Conflict Management Style in Group Support System-Based Global Virtual Teams

Paul, Souren; Samarah, Imad M.; Seetharaman, Priya; Mykytyn, Peter P.

doi:10.1080/07421222.2004.11045809

Cited by 118 publications

(93 citation statements)

References 86 publications

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“…The greater the differences between virtual team members, the greater the likelihood that there will be conflict among team members [12]. Unfortunately, the development of similar mental models in a team takes time as team members interact and slowly learn and understand group identity and the working structure of the group A second major impact identified from team turnover comes about as new members on a team do not share in the existing team social capital, and therefore have different perceptions of team interaction methods and the appropriate way to interact.…”

Section: Virtual Team Consistencymentioning

confidence: 99%

“…To the degree that a virtual team is younger in its development, it reflects greater heterogeneity of thought and expectations, leading to divergent behaviors until a definable social identity and rules of engagement are defined, and social capital is rebuilt. Prior research has shown that greater degrees of heterogeneity of membership on a virtual team leads to less quality participation by virtual team members [12].…”

Section: Virtual Team Consistencymentioning

confidence: 99%

“…Participation is the perception by team members regarding their ability to contribute to the group by communicating and exchanging information in the virtual team [12]. This construct was measured using five items adapted from [12] (alpha = 0.897), such as: I always felt free to voice my comments during the meeting and Team members responded to the comments made by others.…”

Section: (Alpha = 0879) Items Included Statements Such As: I Could mentioning

confidence: 99%

“…Conflict management is the degree to which team members perceive an approach to conflict that is preferred and can bring about resolution on the team [12]. This construct was measured using six items adapted from [12] Performance is the participants' individual contribution and performance on the individual aspects of the team case.…”

Section: (Alpha = 0879) Items Included Statements Such As: I Could mentioning

confidence: 99%

“…This construct was measured using five items adapted from [12] (alpha = 0.897), such as: I always felt free to voice my comments during the meeting and Team members responded to the comments made by others. Coordination is the degree to which team members perceive that they can work together by being able to determine who has what key information and how that information can be stored and accessed [25].…”

Section: (Alpha = 0879) Items Included Statements Such As: I Could mentioning

confidence: 99%

See 4 more Smart Citations

The Impact of Virtual Team Consistency on Individual Performance and Perceptual Outcomes Over Time

Fuller

Summers

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Section: Virtual Team Consistencymentioning

confidence: 99%

Section: Virtual Team Consistencymentioning

confidence: 99%

Section: (Alpha = 0879) Items Included Statements Such As: I Could mentioning

confidence: 99%

Section: (Alpha = 0879) Items Included Statements Such As: I Could mentioning

confidence: 99%

Section: (Alpha = 0879) Items Included Statements Such As: I Could mentioning

confidence: 99%

See 3 more Smart Citations

The Impact of Virtual Team Consistency on Individual Performance and Perceptual Outcomes Over Time

Fuller

Summers

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Globally distributed technology projects thrive on experience working together apart: Impacts of team balance, task balance, and task heterogeneity

Alblas

2022

J of Ops Management

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Enabling shared experiences could be key to managing technology projects successfully. The advantages gained from the experience of working together can be complemented, but also offset, by common aspects of technology projects—like the dispersion of team members and the integration of heterogeneous tasks across global sites. This study develops and tests a conceptual framework that scrutinizes the impact of team familiarity and task allocation challenges. It identifies three elements of task allocation in technology projects that affect the familiarization process: (i) team (im)balance, (ii) task (im)balance, and (iii) task heterogeneity. An examination of 27,948 software tasks in six projects involving teams working apart on heterogeneous and dispersed tasks in the Netherlands and India shows that the experience of working together apart reduces the average cost of software tasks. This positive effect is enhanced by task heterogeneity and team balance, despite being hampered by task balance. These findings shed new light on task allocation challenges in cross‐organizational technology projects distributed over the world.

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Is Cooperation a Panacea? The Effect of Cooperative Response to Task Conflict on Team Performance

2012

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Task conflict is unavoidable, and cooperation is widely adopted to manage task conflict within work teams. Prior studies demonstrated that the effects of cooperative response to task conflict on team performance can be positive or none. To explain the inconsistent effects, based on cooperation and competition theory, this study explores how and when cooperative response to task conflict increases team performance. Seventy-one work teams from Chinese organizations responded to a survey. Results show that knowledge integration mediates the positive effect of cooperative response to task conflict on team performance. More interestingly, need for cognition and resource interdependence moderate the aforementioned mediating process in such a way that cooperative response increases team performance through knowledge integration only when need for cognition is high or when resource interdependence is high. Finally, theoretical and managerial implications are discussed.

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An Empirical Investigation of Collaborative Conflict Management Style in Group Support System-Based Global Virtual Teams

Cited by 118 publications

References 86 publications

The Impact of Virtual Team Consistency on Individual Performance and Perceptual Outcomes Over Time

The Impact of Virtual Team Consistency on Individual Performance and Perceptual Outcomes Over Time

Globally distributed technology projects thrive on experience working together apart: Impacts of team balance, task balance, and task heterogeneity

Is Cooperation a Panacea? The Effect of Cooperative Response to Task Conflict on Team Performance

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