Team Conflict Research Articles

Conflict in virtual teams: a bibliometric analysis, systematic review, and research agenda

PurposeThe purpose of this study is to map the intellectual structure of the research concerning conflict and conflict management in virtual teams (VT), to contribute to the further integration of knowledge among different streams of research and to develop an interpretative framework to stimulate future research.Design/methodology/approachA data set of 107 relevant papers on the topic was retrieved using the Web of Science Core Collection database covering a period ranging from 2001 to 2019. A comparative bibliometric analysis consisting of the integration of results from the citation, co-citation and bibliographic coupling was performed to identify the most influential papers. The systematic literature review complemented the bibliometric results by clustering the most influential papers.FindingsThe results revealed different intellectual structures across several types of analyses. Despite such differences, 41 papers resulted as the most impactful and provided evidence of the emergence of five thematic clusters: trust, performance, cultural diversity, knowledge management and team management.Research limitations/implicationsBased on the bibliometric analyses an interpretative research agenda has been developed that unveils the main future research avenues. The paper also offers important theoretical contributions by systematizing knowledge on conflict in identifying VTs. Managerial contributions in the form of the identification of best practices are also developed to guide conflict management in VTs.Originality/valueThe uniqueness of this paper is related to its effort in studying, mapping and systematizing the knowledge concerning the topic of handling conflicts in VTs. Considering the current contingencies, this research is particularly timely.

Cultural Challenges of ERP Implementation in Middle-Eastern Oil & Gas Sector: An Action Research Approach.

The purpose of this paper was to examine the cultural barriers that existed at various stages of the Enterprise Resource Planning (ERP) implementation process, using the Middle-Eastern oil and gas sector as a case study. Due to a variety of cultural implications, ERP implementation rates in the oil and gas sector in Middle-Eastern developing countries are extremely low. Although the literature highlighted numerous ERP implementation theories that attempted to overcome the cultural complexities of ERP systems, there are few studies that have framed these complexities using action research theory in order to provide potential solutions to these challenges, particularly in Middle-Eastern developing countries where cultural settings are distinct from those in Western developed countries. Action research AR, in conjunction with documentation, observations, and interviews, aided in the exploration of the culturally complex barriers encountered during the pre-implementation (plan and propose), implementation (do), and post-implementation (assess and improve) stages of ERP projects conducted within a Middle-Eastern oil and gas organisation. This article confirms numerous cultural implications at each stage of the ERP implementation process, including team conflict, managerial authority, and a lack of an IT culture, all of which contributed to the project's delay. Other impediments, such as a lack of commitment to training and technophobia, persisted throughout the post-implementation phase and the subsequent follow-up experience under the recent COVID-19 pandemic. This article contributes to theory and practise by highlighting the culturally complex barriers that underpin many ERP implementations in the Middle Eastern oil and gas sector. This information can assist practitioners and researchers in developing future research and ideas to mitigate future ERP implementation challenges in this region.

Perawatan Kolaborasi untuk Kesehatan Mental Perinatal: Tinjauan Literatur

Factors that enhance women's experience in health care during the perinatal period are providing opportunities to develop interrelated relationships with professional health care. The services provided are high-quality information for women, families, and health professionals. Collaborative practice can also reduce complications, hospital care, health team conflicts, and mortality rates. General patients report higher satisfaction, better service, and better health outcomes. In the health sector, collaborative practice can improve patient and health team satisfaction, reduce the duration of care, reduce maintenance costs, reduce the incidence of self-defense, and reduce outpatient visits. Objective: The literature of this review is to summarize collaborative care for perinatal mental health. Method: This study is a journal publication with a literature summary, and article search using comparative studies of computerized databases (PubMed and BMC). Results: In improving mental health care services Collaboration between health care institutions, general practitioners, and mental health professional services is needed. Access to mental health care is inadequate, this is because perinatal health care providers are not sufficient to make initial preparations, referrals, complaints about aspects of maternal emotional care, and psychological services only benefit a portion of the population. Conclusion: The main problem of this collaboration is the knowledge of doctors and general nurses on perinatal maternal mental health problems, poor supervision systems, inadequate information systems, and clinical technology. Collaboration between professionals in the health and health sector as well as adequate health program policy support, as well as increasing shared awareness will improve mental health for mothers in the perinatal period.

Do Perfectionism Traits Predict Team Cohesion and Group Conflict Among Youth Athletes?

In this cross-sectional study, we investigated the predictive power of perfectionism on 413 Brazilian athletes' perceptions of team cohesion and conflict. Participants responded to the Sport Multidimensional Perfectionism Scale-2, the Youth Sport Environment Questionnaire, and the Group Conflict Questionnaire. In data analysis, we used Pearson correlations, multiple regression, latent profile analysis (LPA), and multiple analysis of variance. Regression analysis revealed that perfectionistic standards were positively associated with both task and social cohesion (p < .01), while doubts about action were negatively associated with task cohesion (p < .01). Furthermore, concern over mistakes, parental pressure, and doubts about action were positively associated with social conflict (p < .01), and concern over mistakes was positively associated with task conflict (p < .01). LPA revealed two profiles of perfectionism that we termed perfectionistic concerns and perfectionistic striving. Perfectionistic striving was positively correlated with social cohesion (p < .001), and perfectionistic concerns were positively correlated with both task conflict (p < .001) and social conflict (p < .001).

The Moderating Role of Team Conflict on Teams of Nursing Students.

Inter-professional education has become a widespread trend in healthcare education around the world. This study examined whether conflict moderated the correlation between swift trust and creativity for nursing students on teams in inter-professional education courses in Taiwan. A cross-sectional survey study with comparative, quantitative analysis was conducted to describe relationships between the studied variables. This study collected self-report data from 270 nursing students who attended interdisciplinary team-based capstone courses, and this study divided them into 54 teams. Each team consisted of five members. The study results showed cognition-based team swift trust had a positive correlation with team creativity. The negative association was revealed between relationship conflict and team creativity. Moderation models demonstrated that relationship conflict (95% C.I. [−0.70, −0.21]) negatively moderated the correlation between cognition-based swift trust and team creativity among nursing student teams. This research found that greater levels of cognition-based swift trust may enhance nursing students’ team creativity in inter-professional education courses. However, relationship conflicts may limit the positive outcomes of that association. Nursing educators should incorporate conflict management particularly aiming at relationship conflicts into their interdisciplinary nursing courses to support creative outcomes.

Causes of Conflict in Construction Projects in Ondo State, Nigeria

Construction projects are very important to the infrastructural development of a country. The study assessed the causes of conflict in construction projects in Ondo State, with focus on Akure South Local Government. The multistage sampling procedure of data collection was used. The population of the study was 240 contractors and consultants and the sample was 150. The study used a set of structured questionnaire to obtain primary data. The collected data were statistically analysed using frequency, percentage and mean ranking. Findings from the study indicate that conflict occurs in public construction projects. It identified ten dominant causes of conflict in construction projects in study area. Also, the study revealed the most important cause of conflict as the tendency of contractor claiming high prices with mean value=3.468. It is recommended that conflict be addressed early to prevent its escalation which may affect construction project performance negatively. It is further recommended that construction project team conflict should be trained in conflict management.

Untangling the team social capital–team innovation link: The role of proportional task conflict as well as group- and differentiated individual-focused transformational leadership

Findings from prior research on the relationship between a team’s social network architecture and team innovation have been inconclusive. Integrating social network theory with input–process–output models of team innovation, our research aims to reconcile the mixed findings in the literature by introducing a novel process perspective as well as highlighting a relevant contingency factor to untangle the team social capital–team innovation link. We propose that team social capital, operationalized as bridging and bonding social capital, negatively influences team innovation via team proportional task conflict, which is the level of task conflict teams experience proportional to the general level of team conflict (i.e. task, relationship and process conflict). In addition, we expected group and differentiated individual-focused transformational leadership to buffer the negative indirect effect of team social capital on team innovation via team proportional task conflict. Results from time-lagged data collected from research and development teams in Iraq revealed that teams with bonding and bridging social capital are less innovative because they experience less proportional task conflict. Furthermore, group-focused transformational leadership buffered the negative indirect relationship of team bridging social capital on team innovation via proportional task conflict. Theoretical and practical implications of these findings are discussed.

Examining teamwork competencies and team performance in experiential entrepreneurship education: emergent intragroup conflict as a learning triggering event

PurposeAlthough the importance of teamwork competencies and effective conflict management in entrepreneurship education is recognised, we have limited knowledge of how these factors interact to influence performance in entrepreneurial teams. This research explores teamwork competencies as a predictor of entrepreneurial team performance and the moderating effect of emerging cognitive and interpersonal team conflict as levers in entrepreneurship learning.Design/methodology/approachA time-lagged survey method was used to collect data from 49 teams (156 individuals) of undergraduate students in an experiential new venture creation course. A predictive model of entrepreneurial team performance through hierarchical regression analyses and moderated-moderation analyses was tested.FindingsResults reveal that teamwork competencies have a significant and direct influence on entrepreneurial team performance and that intragroup conflict strengthens that relationship when high levels of cognitive conflict and low levels of interpersonal conflict emerge.Practical implicationsThe findings have implications for the design of entrepreneurial training programs, which will benefit from interventions aimed at teamwork competency development that incorporate strategies promoting constructive cognitive conflict while preventing the emergence of interpersonal conflict.Originality/valueThis study is a step forward in entrepreneurship education research from the perspective of social and interpersonal processes by identifying the patterns of intra-team conflict that lead to more effective entrepreneurial teams and more productive use of teamwork competencies in a learning-by-doing entrepreneurial context.

Can virtuality be protective of team trust? Conflict and effectiveness in hybrid teams

ABSTRACT Virtuality is noticeably present in organisations and influences the way people interact within teams. This study involved 104 organisational teams with some degree of virtuality and intends to analyze a moderated-mediation model in which virtuality moderates the indirect effect of team conflict on team effectiveness and innovation through team trust. First, results reveal that the negative association between conflict and team trust was significant for task conflict only in teams with low virtuality, and for relationship conflict was significant under low and moderate levels of virtuality. Finally, findings indicate that virtuality moderated the negative mediated relationship between both task and relationship team conflict and team effectiveness only through cognitive trust. Overall, the findings suggest that virtuality may protect team trust from the negative effects of conflict, and they point to the key role of cognitive trust as an antecedent of team effectiveness in hybrid teams.

Конфлікт менеджмент у сучасних умовах економічної діяльності

The article discusses the causes and consequences of conflicts within the team, ways to resolve and manage them. The main types of conflicts, their advantages and disadvantages are identified, the options of development and impact on the level of group productivity are investigated. A number of algorithms for action in a conflict situation are also proposed, depending on the position held. Possible roles of team leader and conflict styles are analyzed. Ethical and psychological norms of team members' interaction in remote work are considered and real techniques and rules are offered to help achieve harmonious work remotely, because conflict can lead to finding new ideas and mechanisms for solving organizational problems, thus stimulating innovation and positive change. The urgency of solving this scientific problem is that the diagnosis of conflicts will allow management to develop a set of preventive measures that are effective in preventing or smoothing out conflict situations.

Ethical Conflict and Knowledge Hiding in Teams: Moderating Role of Workplace Friendship in Education Sector.

Ethical conflicts arise when there is no unity between the team members and shared ethical priorities. This study aimed to identify the relationship between ethical value unity, team knowledge hiding, the relationship between the lack of shared ethical priorities and the team knowledge hiding. Workplace friendship was taken as a moderating variable to check its regulating role between the ethical conflicts and the team knowledge hiding. Data of this study were collected from the staff working in different colleges and universities. There are a total of 480 responses collected through convenience sampling technique and analyzed under a five-point Likert scale. The partial least squares-structural equation modeling (PLS-SEM) technique is used in this study. The key reason was that this approach has the fewest requirements for data normality and is a better tool for evaluating exploratory connections empirically. The output of the measurement model assessment confirms that all measurement scales are reliable. The result indicates that there was a significant and positive relationship between ethical value congruence and knowledge hiding. It was also established that there was a relationship between lack of shared ethical priorities and knowledge hiding. Workplace friendship moderated the relationship between ethical conflicts and team knowledge hiding. This study extends the literature on ethical conflict and knowledge hiding behavior. This study highlights that one of the main reasons for knowledge hiding behavior at the team level in the organization is which helps the business practicians for a design of an effective strategy to mitigate the knowledge hiding behavior in the organization.

The psychological experience of intragroup conflict

Despite the centrality of differences as a driver of conflict, most of the empirical research on group conflict has focused on the group as a whole, paying little attention to the differing experiences of individuals during conflict—that is, the ways individuals perceive, make sense of, and emotionally experience a conflict episode. Although people process information about a conflict using the same general cognitive and emotional mechanisms, their personal characteristics (e.g., personality, cultural background), beliefs and motives (e.g., orientation toward conflict), and past experiences will influence how they make sense of what is occurring and their subsequent conflict behavior. Building on recent work that has taken a multi-level approach to understanding team conflict and drawing from related literature in social, cognitive, and personality psychology, we explicate an individual’s psychological experience of a conflict episode as a process by which individuals make sense of and emotionally experience what is happening, develop attitudes towards others in the group, and exchange and integrate knowledge about the conflict and others involved. We argue that a more nuanced understanding of the intraindividual experience of conflict generates important insight into understanding individual conflict behavior, helping us predict how people will behave in conflict situations and how conflict episodes will unfold. We conclude with implications for how to intervene to promote cooperative behavior and positive team outcomes, along with an agenda for future research.

Multicultural Team Conflict Management in the Workplace

Multicultural Team Conflict Management in the Workplace

Nursing education and stress

It is necessary to provide a nursing education that includes sufficient theoretical and practical education in order to respond to the health problems and needs of the society and to train nurses who are open to learning and are aware of their social responsibility. During their nursing education, students may face various interpersonal and environmental stressors that affect their learning and performance. Students experience different levels of anxiety and stress during their nursing education. Nursing students' fear of failing exams and problems caused by the professor, team conflicts in the clinical environment, difficulties experienced during patient care, pain and suffering of patients, lack of knowledge, inability to cope in emergency situations, the attitude of clinical staff to the student, theoretical training in the clinic Problems such as incompatibility are cited as a source of stress. Students can give physiological, emotional and behavioral reactions due to the stress they experience. Stress in the nursing education process can negatively affect students' learning and performance. &#x0D; Individuals use different methods of coping with stress, depending on their individual characteristics. Effective use of methods of coping with stress contributes to the successful coping of stressful situations that individuals encounter in their life. This review was conducted in order to draw attention to the stress experienced by students during their nursing education and the approaches to control this stress.

Impact of Multi-Generational Team Conflict, Coordination and Personality Types on their Team Performance

Impact of Multi-Generational Team Conflict, Coordination and Personality Types on their Team Performance

Managing Conflicts of Competence and Socio-Psychological Nature in an Innovation-Active Organisation

The article considers issues of conflict identification and management in innovation-active organisations and substantiates the need to differentiate social and labour conflicts on the basis of allocating the actual content of contradictions. Among the causes of conflict in organisational communication and interaction of partners in social and labour relations, a group of factors of competence and socio-psychological type and the disagreements caused by them are identified as potential conflictogenes. Typical and newest causes of conflicts in innovative and creative teams are substantiated, content of conflicts of competence and socio-psychological nature and the factors that trigger their occurrence are clarified, theoretical provisions for identifying conflicts of competence and socio-psychological nature and its management are defined. The differences in the functioning of innovation-active organisations are presented, the mechanism of emergence and consequences of conflicts of competence and socio-psychological nature in an innovation-active organisation are illustrated. The directions of updating the system of conflict management in an innovation-active organisation are presented, taking into account their competence and socio-psychological nature, the possibilities of using the presented tools for preventing conflicts in teams with a high level of joint creative interaction are outlined.

“This is no Eden:” Three generations of researchers coping with team conflicts in an outstanding research environment

Based on interviews with three generations of professors reflecting upon their development as early career researchers in an outstanding research environment within the STEMfield, this study aimed to explore how they had coped with relationship conflicts in the environment, how this had an impact on their team socialisation, and how their development was framed by their supervisors’ leadership. Using theoretical thematic analysis, we found four conflict responses used by each generation when they were early career researchers. In external competition, they had performed beyond the big bang(s), and when there was a temporary armistice among the senior researchers, they had collaborated for success. Within the environment, they had engaged in quasi-collaboration and navigated in secrecy to evade conflict with their supervisors. Their evasive conflict responses reveal an epistemic living space where the senior researchers’ defensive approach had restricted their scope of learning as doctoral students, and junior scientists had struggled for independence. Seeing that each generation had developed a defensive approach themselves as leaders in their postdoctoral careers, we hold that the real issue in this case is about leadership. Leading doctoral education is not only about leading research, but also about leading education with a caring and systemic approach.

The Impact of Cognitive Heterogeneity on the Behavioral Integration of the R&amp;D Team: The Perspective of Conflict Management

The impact of team heterogeneity on team effectiveness has received extensive attention. The paper aims to explore the mechanism of the effect of cognitive heterogeneity on behavioral integration in R&amp;D teams. Based on the IPO theory, this study proposed six hypotheses about how cognitive heterogeneity directly and indirectly (via team conflict and conflict management) affect behavioral integration in R&amp;D teams. Using data collected from 383 R&amp;D teams in 326 high‐tech enterprises in China, we investigated whether the dimensions of team conflict mediate the relationship between cognitive heterogeneity and behavioral integration and whether the dimensions of conflict management regulate the impact of cognitive heterogeneity on behavioral integration. The results show the following: (1) cognitive heterogeneity has a significant negative impact on the behavioral integration of R&amp;D teams. Task conflict and relationship conflict fully mediate the relationship between cognitive heterogeneity and behavioral integration. (2) Cooperative conflict management positively moderates the impact of cognitive heterogeneity on task conflict and the impact of task conflict on team behavioral integration. (3) Avoidance conflict management reversely adjusts the positive impact of cognitive heterogeneity on task conflict and relationship conflict and the negative impact of relationship conflict on team behavioral integration. The research results can provide theoretical guidance to improve the process management of cognitive heterogeneity R&amp;D teams.

Managing conflict in global virtual teams: a study in cultural intelligence

Managing conflict in global virtual teams: a study in cultural intelligence

Reinventing conflicts: the role of TMT cognitive conflicts management and retention issues in the organisation

This study finds that the top management team (TMT) conflicts and a coalition are of great importance and an essential component of any organisation. This has numerous significant motivational or disenchanting implications because they may envisage work and performance in ways that are unaccounted for by prevailing motivation practices. We hypothesise that TMT structure affects overall performance in relation to organisational decision-making ability and retention programs. We further construct that the role of TMT revolves around the head of the outcome of statistical analysis. The study confirms that conflict among TMT and coalition of team members against change or diversity is significantly associated with decision-making ability and executive retention programs. We find coherence between MD leadership credentials and TMT conflict and coalition. Model estimation and coefficient of determination for TMT conflict, organisational decision-making ability and leadership performance yielded significant results.