Impact of heterogeneity and collaborative conflict management style on the performance of synchronous global virtual teams

  • Authors:

  • Souren Paul;Priya Seetharaman;Imad Samarah;Peter P. Mykytyn

  • Affiliations:

  • Department of Management, Southern Illinois University, Mail code 4627, Carbondale, IL;Department of Management Information Systems, Indian Institute of Management, Calcutta, India;Department of Management, Southern Illinois University, Mail code 4627, Carbondale, IL;Department of Management, Southern Illinois University, Mail code 4627, Carbondale, IL

  • Venue:
  • Information and Management
  • Year:
  • 2004

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Abstract

Virtual teams cut across organizational cultures, national cultures, and functional areas, thereby increasing group heterogeneity, which may result in increased conflict among team members and less effective performance of the team. Our study explored the relationships that might exist among the heterogeneity of the virtual teams, their collaborative conflict management style, and their performance outcomes. The paper reports the findings of a laboratory experiment in which homogeneous and heterogeneous virtual teams, consisting of subjects from the USA and India, worked independently on a decision task involving the adoption of a computer use fee by an online university. Team members, used a web-based group decision support system (GDSS) that allowed them the opportunity to discuss task options, critique suggestions, and vote on the result. The data analyses suggested that collaborative conflict management style positively impacted satisfaction with the decision making process, perceived decision quality, and perceived participation of the virtual teams. There was weak evidence that links a group's heterogeneity to its collaborative conflict management styles.