Team conflict dynamics &amp; conflict management: derivation of a model for software organisations to enhance team performance and software quality

Nunkoo, Deepak Kumar; Sungkur, Roopesh Kevin

doi:10.1016/j.gltp.2021.08.007

Cited by 12 publications

(7 citation statements)

References 17 publications

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“…This can help reduce employee stress. This finding is consistent with Nunkoo and Sungkur's (2021) studies on team performance and software quality.…”

Section: Discussionsupporting

confidence: 92%

Stress among staff in public service organizations: Mapping the relationship between team conflict, personality, and job demands towards job stress

Raza¹,

Majid²,

Yasin³

et al. 2022

Int. j. adv. appl. sci.

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Since the beginning of time, we have had to deal with stress. Stress has been reported to be on the rise in the public sector because of new work strategies and a demand for excellence. According to the Congress of Unions of Employees in the Public and Civil Service of Malaysia (CUEPACS), nearly 400,000 civil servants in Malaysia have been identified as experiencing many types of stress. This study investigated the influence of team conflict and personality on job stress, as well as the mediating role of job demands in the context of stress in public service organizations (PSOs). The data for this study was gathered using a questionnaire survey administered to 656 public officials in seven PSOs in Putrajaya, Kuala Lumpur, Malaysia. The findings suggested a statistically significant association between personality and job demands and job stress. Additionally, this research exposes the mediating role of task demands in the relationship between team conflict, personality, and employee job stress in the public sector.

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“…This can help reduce employee stress. This finding is consistent with Nunkoo and Sungkur's (2021) studies on team performance and software quality.…”

Section: Discussionsupporting

confidence: 92%

Stress among staff in public service organizations: Mapping the relationship between team conflict, personality, and job demands towards job stress

Raza¹,

Majid²,

Yasin³

et al. 2022

Int. j. adv. appl. sci.

View full text Add to dashboard Cite

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“…In this sense, it is crucial for a team leader to help resolving conflicts in a way that benefits their members and influences how members handle conflicts (Tanveer et al , 2018). Additionally, it should be noted that the resolution of a conflict can be learned by the team to improve the way as the team deal with a conflict in the future, in a similar situation (Nunkoo and Sungkur, 2021). Practically, when the leader creates a shared vision, it is concerned about team members’ welfare and voices appreciation and support and defines roles and sets goals can effectively prevent conflicts (Kammerhoff et al , 2019) or deal with them in a constructive way and facilitate team learning (Døving and Martín‐Rubio, 2013).…”

Section: Discussionmentioning

confidence: 99%

“…Provided that time is a key dimension for shaping teamwork and the experiences of the team (Arrow et al , 2004) and that the learning process needs time and availability (Rebelo et al , 2020), future studies could generate causal insights by including time as an explicit factor in the study design through longitudinal designs. Additionally, future studies should also consider the strategies to deal with conflicts because it is a way for teams to learn, that is when the conflicts are resolved the team should learn from what happened and it should be exemplary (Nunkoo and Sungkur, 2021). Finally, in addition to the conditions under study, there may be other factors affecting team learning that could be examined in the future.…”

Section: Limitations and Future Directionsmentioning

confidence: 99%

What drives team learning: core conditions and paths

Pinheiro

Rebelo

Lourenço

et al. 2023

JWL

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Purpose The purpose of this study is to analyze the configurational effect of transformational leadership, team conflict, team cohesion and psychological safety on team learning. Design/methodology/approach The questionnaire and two different data sources (team members and team leaders) were used as data collection strategy. Based on a sample of 82 teams, qualitative comparative analysis in its fuzzy set variant was used to test the model. Findings The findings of this study reveal that three important paths explain team learning: the presence of transformational leadership, task cohesion and psychological safety with the absence of relationship conflict; the presence of transformational leadership, social and task cohesion and psychological safety; and the presence of transformational leadership, social and task cohesion with the absence of relationship and task conflict. Originality/value Overall, the findings suggest that the presence of transformational leadership, team cohesion and psychological safety and the absence of conflict are important conditions for team learning to occur, as well as that more than one configurations of antecedent factors drive team learning.

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“…This can have a significant impact on the performance and software quality. (Nunkoo & Sungkur, 2021) In 2021, a research paper on software governance analyzed the tactical alignment of software projects. This study emphasizes that an effective software governance tool can align with strategic objectives only through governance practices.…”

Section: Related Workmentioning

confidence: 99%

Machine Learning Model for Improvement of Project Team Members Skillset through Software Governance

Ranesh,

Samuel

2023

Preprint

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Software governance is a management structure that guides projects in terms of their accountability and responsibility. Prime motivation of this approach is to improve the skillset of the team members through software governance policies and increase the overall success rate of the software projects. The scope of skill development is across the pillars of governance, such as structure, people, and information. Primary focus of this paper is on the skillset development of the project team members through educational policies in software governance. As part of the governance process, educational policies are defined for the skillset development of project team members. The JIRA dataset was used to determine the skillset development of the team members. Machine learning techniques, such as J48, Random Forest, Decision Table, Logistics, and Naïve Bayes, were used in the JIRA dataset. These machine learning techniques were processed using WEKA open-source software. Based on these results, it was concluded that the J48 algorithm can be applied to multiple projects/programs to monitor and track the skill development process. Machine learning model such as J48 is required to use this model at an organizational level. The skillset development of project team members should be aligned with IT governance and educational policies. Overall upskilling and reskilling strategies are provided to demonstrate the impact of skillset development through software governance.

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Team conflict dynamics & conflict management: derivation of a model for software organisations to enhance team performance and software quality

Cited by 12 publications

References 17 publications

Stress among staff in public service organizations: Mapping the relationship between team conflict, personality, and job demands towards job stress

Stress among staff in public service organizations: Mapping the relationship between team conflict, personality, and job demands towards job stress

What drives team learning: core conditions and paths

Machine Learning Model for Improvement of Project Team Members Skillset through Software Governance

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