Team Conflict Dynamics & Conflict Management: Derivation of A Model for Software Organisations to Enhance Team Performance and Software Quality

The purpose of this research is to explain influence of conflict management strategy on teamwork performance. This kind of conflict can happen to everyone and in any places disregarding status, income and position. Someone who can not manage conflicts will have a threat for his personal performance, and unfortunately, company’s performance will also gain the effect. Accordingly, we need a strategy to manage conflicts as an effort to create a good performance for individual employee performance as well as tha team performance. The population af this research is the entire educational employees in UNNES by taking some samples using propotional sampling to around 88 samples. The result of this research proves that hypothesis stating “conflict management strategy” influenced positively and significantly on teamwork performance is accepted. This explains that conflict management strategy can give contribution to the teamwork performance through employee’s ability to accomodate ideas from partners of work, avoid disputes by respecting each other, maintaining communication and conduct colaboration on working methods. It is suggested that this research should improve strategies in managing conflicts such as strategies to compete at work by giving chance to other partner to use theirs skill in making decision and finding solution to solve the job.Keywords: conflict management strategy, teamwork’s performance, educational employee

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The impact of global dispersion on coordination, team performance and software quality – A systematic literature review

Information and Software Technology ◽

10.1016/j.infsof.2014.06.002 ◽

2015 ◽

Vol 57 ◽

pp. 277-294 ◽

Cited By ~ 55

Author(s):

Anh Nguyen-Duc ◽

Daniela S. Cruzes ◽

Reidar Conradi

Keyword(s):

Literature Review ◽

Team Performance ◽

Systematic Literature Review ◽

Software Quality ◽

The Impact ◽

Coordination Team

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Things Are Not Always What They Seem: The Origins and Evolution of Intragroup Conflict

Administrative Science Quarterly ◽

10.1177/0001839220965186 ◽

2020 ◽

pp. 000183922096518 ◽

Cited By ~ 1

Author(s):

Priti Pradhan Shah ◽

Randall S. Peterson ◽

Stephen L. Jones ◽

Amanda J. Ferguson

Keyword(s):

Social Networks ◽

Qualitative Study ◽

Team Performance ◽

Task Conflict ◽

Intragroup Conflict ◽

Team Conflict ◽

Student Teams ◽

Evolutionary Trajectories ◽

Or Team ◽

Over Time

Teams scholars have historically conceptualized and measured intragroup conflict at the team level. But emerging evidence suggests that perceptions of intragroup conflict are often not uniform, shared, or static. These findings suggest important questions about the microfoundations of intragroup conflict: Where does conflict within teams originate? And how does it evolve over time? We address these and other questions in three abductive studies. We consider four origination points—an individual, dyad, subgroup, or team—and three evolutionary trajectories—conflict continuity, contagion, and concentration. Study 1, a qualitative study of narrative accounts, and Study 2, a longitudinal social networks study of student teams, reveal that fewer than 30 percent of teams experience team-level conflict. Instead, conflict more commonly originates and persists at individual, dyadic, or subgroup levels. Study 2 further demonstrates that traditional psychometric intragroup conflict scales mask the existence of these various origins and trajectories of conflict. Study 3, a field study of manufacturing teams, reveals that individual and dyadic task conflict origins positively predict team performance, whereas traditional intragroup task conflict measures negatively predict team performance. The results raise serious concerns about current methods and theory in the team conflict literature and suggest that researchers must go beyond team-level conceptualizations of conflict.

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An exploratory study of team conflict in the capital investment decision-making process

International Journal of Managing Projects in Business ◽

10.1108/ijmpb-04-2017-0045 ◽

2018 ◽

Vol 11 (4) ◽

pp. 960-985

Author(s):

Frank Lefley

Keyword(s):

Decision Making ◽

Team Performance ◽

Exploratory Study ◽

Capital Investment ◽

Small Sample ◽

Sample Number ◽

Content Type ◽

Team Conflict ◽

Investment Appraisal ◽

Personal Conflict

PurposeThe purpose of this paper is to explore the current management perceptions regarding conflict within teams, specifically looking at capital investment appraisals, with the aim of improving team performance.Design/methodology/approachThe research was undertaken in two stages. The first stage is based on a postal questionnaire survey relating to the appraisal of capital investments, addressed to large UK organisations. The second stage was conducted through semi-structured interviews, which were followed by a short-questionnaire sent out by e-mail, and designed from the information obtained from the interviews. The research is both qualitative and quantitative.FindingsFrom the exploratory study, the author was able to identify and further investigate what the author’s respondents termed “personal” and “departmental” conflicts, as well as what the author perceived to be “good” (positive) conflict and “bad” (negative) conflict. The author finds that controlled “departmental” conflict may lead to enhanced decision making, while “personal” conflict may be destructive and lead to non-optimal decision making. The author also identified the importance of the investment appraisal “procedure” as distinct from the individual models used, and suggests that this is one way of controlling conflict within teams.Research limitations/implicationsThe research is limited by the fact that it is based on individual perceptions of a small sample number. However, the sample consists of some of the most senior executives from the largest UK organisations whose views are usually difficult to obtain by academics.Practical implicationsIt provides senior managers with a comprehensive view, by their peers, and a better understanding of team conflict, especially with regard to “personal” and “departmental” conflicts; thus, allowing them to manage teams more efficiently in the future.Originality/valueThe research is unique in that it focusses on conflict within teams that are given the specific task of appraising capital projects and it theorises on what the respondents’ terms “departmental” and “personal” conflict. It brings up-to-date, managements’ current perception of team conflict and contributes to the ongoing search for a better understanding of conflict within business teams, and ultimately to an enhanced team performance and improved decision making.

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Team leader’s conflict management styles and innovation performance in entrepreneurial teams

International Journal of Conflict Management ◽

10.1108/ijcma-09-2019-0168 ◽

2020 ◽

Vol 31 (3) ◽

pp. 373-392 ◽

Cited By ~ 1

Author(s):

Jielin Yin ◽

Muxiao Jia ◽

Zhenzhong Ma ◽

Ganli Liao

Keyword(s):

Conflict Management ◽

Team Performance ◽

Management Style ◽

Innovation Performance ◽

Paired Data ◽

Content Type ◽

Entrepreneurial Teams ◽

Entrepreneurial Activities ◽

The Impact ◽

The Relationship

Purpose The purpose of this study is to investigate how a team leader’s conflict management style (CMS) affects team innovation performance (TIP) in entrepreneurial teams using a team emotion perspective. Design/methodology/approach It is proposed in this study that team passion mediates the impact of team leader’s CMSs on team performance, which is further moderated by team emotional intelligence (TEI). Then this study collected paired data from 105 teams including 105 team leaders and 411 team members to test the proposed model. Findings The results show that a team leader’s cooperative CMS has a significant positive impact on TIP and team passion further mediates the relationship between the team leader’s CMSs and TIP. The results also show that TEI moderates the relationship between the leader’s CMSs and team passion. Originality/value This study helps enriches the literature of conflict management by exploring the mechanisms through which a team leader’s CMSs affect team performance in entrepreneurial activities, and the findings of this study highlight the important role of team passion in this process. In addition, this study integrates the research on conflict management and the research on team passion in entrepreneurial teams to provide a new perspective to explore the dynamic process of entrepreneurial activities, which sheds light on the investigation of the important implications of effective conflict management in the entrepreneurship.

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A Longitudinal Study of Team Conflict, Conflict Management, Cohesion, and Team Effectiveness

Group & Organization Management ◽

10.1177/1059601108331218 ◽

2009 ◽

Vol 34 (2) ◽

pp. 170-205 ◽

Cited By ~ 211

Author(s):

Amanuel G. Tekleab ◽

Narda R. Quigley ◽

Paul E. Tesluk

Keyword(s):

Longitudinal Study ◽

Conflict Management ◽

Team Effectiveness ◽

Team Conflict

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The Effect of Styles of Leadership, Conflict Management and Communication Organization to Team Performance

International Journal of Humanities Social Sciences and Education ◽

10.20431/2349-0381.0507001 ◽

2018 ◽

Vol 5 (7) ◽

Keyword(s):

Conflict Management ◽

Team Performance

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The Effect of Diversity towards Team Conflict and How Emotional Intelligence Role as Moderating Variable in Improving Team Performance: A Theoretical Study

Journal of Economics, Finance and Management Studies ◽

10.47191/jefms/v4-i11-33 ◽

2021 ◽

Vol 04 (11) ◽

Author(s):

Setria Feri ◽

Keyword(s):

Emotional Intelligence ◽

Team Performance ◽

Organizational Support ◽

Negative Impact ◽

Negative Effects ◽

Team Processes ◽

Team Members ◽

Team Conflict ◽

Values And Beliefs ◽

Relationship Of

This article is a literature review that discusses the effect of diversity on the occurrence of team conflict and how emotion al intelligence role as a moderating variable to improve team performance. Diversity may trigger relationship conflicts within the team that affect their performance. However, not all diversity has a negative impact if the organization concerned can create a cohesiv e team. Team members with higher levels of expertise on the team should be given more influence over team processes and outcomes. Organizational support and openness have different effects on the relationship of diversity to the occurrence of conflict within the organiz ation. The emotional intelligence of team members was found to play an important role in reducing the negative effects that might be trigg ered by diversity. Emotionally intelligent team members are generally more capable of dealing with differences. Thus, they are more aware of the creative potential of their different thoughts, values, and beliefs. In conclusion, one of the efforts to improve team performance is to reduce or prevent conflicts within the team through emotional intelligence.

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Team conflict management and RaD team effectiveness: The effects of Task Interdependence and Team Cooperation

Proceedings of the 2017 International Conference on Organizational Innovation (ICOI 2017) ◽

10.2991/icoi-17.2017.49 ◽

2017 ◽

Author(s):

Yen Hsu

Keyword(s):

Conflict Management ◽

Team Effectiveness ◽

Task Interdependence ◽

Team Cooperation ◽

Team Conflict

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The influence of emotional intelligence on team performance through knowledge sharing, team conflict, and the structure mechanism

Journal of Management Development ◽

10.1108/jmd-12-2018-0354 ◽

2020 ◽

Vol 39 (3) ◽

pp. 269-292 ◽

Cited By ~ 1

Author(s):

Zulfadil ◽

Susi Hendriani ◽

Machasin

Keyword(s):

Emotional Intelligence ◽

Knowledge Sharing ◽

Team Performance ◽

Quantitative Research ◽

Design Methodology ◽

Research Model ◽

Content Type ◽

Team Conflict ◽

South Sulawesi ◽

Central Sulawesi

PurposeTo analyze the influence of emotional intelligence on team performance, knowledge sharing, team conflict, and the structure mechanism, the influence of knowledge sharing, team conflict, the structure mechanism, and emotional intelligence on team performance, and the influence of emotional intelligence on team performance through knowledge sharing, team conflict, and the structure mechanism.Design/methodology/approachThis research uses the quantitative research method and is included in explanatory research. Data collection was done cross-sectionally. This research was conducted at provincial hospitals in South Sulawesi and in Central Sulawesi.FindingsEmotional intelligence directly influences knowledge sharing, conflict in teams, the structure mechanism, and team performance. There is a direct influence of knowledge sharing, team conflict, and the structure mechanism on team performance. Then, there is an indirect influence of emotional intelligence on team performance through the mediation of knowledge sharing, team conflict, and the structure mechanism.Originality/valueThe novelty of this research is in its effort to observe the mediation of knowledge sharing, team conflict and the structure mechanism with other variables developed in the research model. No previous studies have found a relationship between emotional intelligence and team performance, knowledge sharing, team conflict, and the structure mechanism, or the influence of knowledge sharing, team conflict, the structure mechanism, and emotional intelligence on team performance.

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