The effects of workplace bullying on team learning, innovation and project success as mediated through virtual and traditional team dynamics

Abstract

Workplace bullying has become a impediment to organizational functioning that leads to both individual, group, and legal outcomes. Likewise, given the prevalence of virtual collaboration, the study of virtual team dynamics has become crucial for increasing the effectiveness of key project teams. As a result, this study aims to address the effect of project manager bullying tactics on behavior and perceptions of team-level and team member dynamics in virtual versus traditional project teams. By examining team outcomes, such as perceptions of politics and helping behavior, as well as individual outcomes, such as affective commitment, organizational citizenship behavior, and work–family conflict, we hope to shed light on the negative impact of workplace bullying to project team functioning as well as critical non-work, stress-related outcomes. In addition, we plan to further study the differential effects of bullying in both virtual and traditional project teams.