The Impact of Conflict and Conflict Management Style on Deadbeats and Deserters in Virtual Teams

Abstract

Individuals face additional challenges when interacting in virtual teams. The lack of media richness and the asynchronous nature of technologically transmitted messages make communication more difficult. Conflicts may be more likely to arise in virtual teams. In this study, team members who were identified as deadbeats by other team members and those who deserted the team were studied. Deadbeats and deserters reported experiencing more conflict and less trust, group cohesion, and satisfaction when working in virtual teams. Analysis of two conflict management approaches showed that deserters were significantly more likely to use an avoidance conflict management style than active team members. Active team members were more likely to use an integrative approach to conflict management. Results of the study suggest that conflict, and the way in which individuals deal with it, may impact the likelihood of social loafing and desertion in virtual teams.