Explore the vast range of titles available.

Team conflict exists as a process. However, the process of team conflict has not been fully revealed by current research. Based on the dynamic model of team conflict (DMTC), this study aims to shed light on the process of team conflict within indie bands through a qualitative analysis of cross cases (involving three indie bands). The findings indicate that the dynamic evolution of band conflict can be delineated into three key stages: generation, action, and feedback. Within the generation stage, member diversity, task interdependence, and task complexity each contribute uniquely to the emergence of band conflict. Subsequently, during the action stage, the intensity of band conflict exerts significant influence on band performance through both motivational and cognitive pathways. Lastly, at the feedback stage, band performance demonstrates reciprocal effects on the level of band conflict and the achievement motivation of band members. The study extends DMTC to the context of indie bands. In addition to the original version of DMTC, the study further examines the impact of task conflict on relationship conflict, the influence of team performance on team conflict, and the role of cognitive load in the process of team conflict.

The financial industry is facing increasing competition and the need for information construction, with Project management being a key factor in success. Challenges include increasing team conflicts, lack of communication, and weak team cohesion, leading to internal turmoil and decreased project performance. To improve Project team performance, domestic commercial banks, examples such as Habib Bank Limited, are highly valuable. This paper proposes a research model based on previous theories and results on team conflict management, focusing on how conflict management methods affect team communication and cohesion, ultimately affecting team performance. The study collected data through electronic questionnaires and used SmartPLS software to evaluate the model's reliability, validity, common method bias, and multicollinearity. The results showed that Cooperative Conflict Management can improve Project team performance, while competitive conflict management weakens it. Team cohesion mediates between cooperative conflict management and performance, and team communication mediates between cooperative conflict management and performance. The study concludes that improving the bank's Project team performance in project management is necessary.

Job autonomy is crucial for employee creativity. However, findings in past research on the relationship between creativity and job autonomy have been inconsistent. In this study we explored the mechanism and boundary condition underlying the relationship between job autonomy and employee creativity. Using data obtained through a survey conducted with 86 supervisors and 307 subordinates in 86 teams, we found that job autonomy positively predicted employee creativity through intrinsic motivation. Moreover, team relationship conflict negatively moderated the relationship between job autonomy and employee intrinsic motivation, and task conflict positively moderated this relationship. Theoretical and practical implications of our findings are discussed.

Drawing on information processing theory, this study integrates the conflict and learning literatures to examine an under-examined area in sales research: When do sales team task and relationship conflicts influence sales team performance, and what is the underlying process by which this occurs? Although there is burgeoning interest in sales research at the team level, very few empirical studies have shed light on sales team dynamics such as conflict and how they impact sales team performance. This study attempts to address this gap by developing a mediated moderation model and finds that (a) task and relationship conflicts have negative impacts on sales team performance, (b) team information exchange and information interpretation/implementation mediate the negative relationship between task and relationship conflicts and sales team performance, and (c) task and relationship conflicts stifle sales team performance when the team makes little use of a collaborative conflict handling style because this interactive combination (task/relationship conflict–low collaborative conflict handling style) hinders team information exchange and interpretation/implementation. Implications for conflict management in sales teams are discussed.

While conflicts (cognitive and affective) have been considered as important process variables to better understand the mixed findings on the relationship between top management team functional diversity and organizational innovation, such an input-process-outcome model is still incomplete without considering the environmental factors. This study was formulated to assess the importance of both competitive and institutional environments in moderating such upper echelon effects within a transition economy. The chief executive officers and chief technology officers of 122 Chinese firms were surveyed and both competitive uncertainty and institutional support were found to shape top management team decision making processes and their outcomes.

Purpose Team autonomy is thought to be important for team innovation performance. However, the theoretical basis of the relationship between team autonomy and team innovation performance is not well understood, and previous studies have found inconsistent relations between them. Based on motivated information processing in groups (MIP-G) theory, this paper aims to explain how and when team autonomy could influence team innovation performance from a new team-level perspective. Design/methodology/approach Using a two-wave, time-lagged survey design, the authors collected data from 340 members of 86 teams in China. PROCESS 3.0 for SPSS was used to test hypothesized relationships. Findings The results show that team autonomy is positively related to team information exchange. Team information exchange mediates the positive relationship between team autonomy and team innovation performance. Furthermore, the positive relationship between team autonomy and team information exchange is stronger with less task conflict, which runs contrary to the hypothesis. Additionally, relationship conflict does not adjust the impact of team autonomy on team information exchange. Originality/value This study provides a new perspective to explain the mechanism between team autonomy and team innovation performance at team level from the information processing approach, specifically, MIP-G theory. It also incorporates team conflicts as important contextual factors to answer the call for a wider study of boundary conditions in the team autonomy research.

Increasing globalization and advances in communication technology have fuelled the emergence of global virtual teams (GVTs). There is much potential for conflict in GVTs as members work across cultural, geographical, and time boundaries. This study examines the antecedents of GVT conflict and the circumstances under which conflict affects team performance. An in-depth study of GVT conflict episodes was carried out using interviews, observations, communication logs, and documents. Based on findings from the teams under study interpreted in the light of prior literature, propositions are developed about the antecedents and effects of GVT conflict as stated. Within GVTs, cultural diversity is likely to contribute to both task and relationship conflict while functional diversity may result in task conflict. Large volumes of electronic communication and lack of immediacy of feedback in asynchronous media can contribute to task conflict. Moreover, the relationship between task conflict and team performance is likely to be contingent upon task complexity and conflict resolution approach. The influence of relationship conflict on performance may depend on task interdependence and conflict resolution approach. The conflict resolution approach may in turn be determined by the nature of conflict attribution. These propositions have been synthesized into a model to guide future empirical research and GVT practice.

Purpose By integrating the conservation of resources and the emotion-as-social-information theories, this study aims to question whether the leader’s effort to calm down when team members perceive intra-team conflict (ITC) may have a counterproductive effect on their interpersonal functioning. Specifically, the authors investigated whether team members with higher individual perceptions of ITC would be more likely to experience interpersonal strain (ISW) when their team leaders downregulate or suppress their emotional responses (i.e. high interpersonal modulation of emotional responses [MER]). A further objective of the study was to examine whether this exacerbating effect would be conditional on the leader’s sex. Design/methodology/approach Data were collected from 236 white collars nested in 48 teams (Msize = 6.23; SDsize = 2.69) and their respective team leaders (56.7% men) of a large organization providing financial services. Findings Multilevel model results showed that team members confronted with higher ITC experienced higher ISW levels, especially when the leader’s interpersonal modulation of team members’ emotional responses was high (vs low). This effect was stronger when the interpersonal modulation was enacted by women (vs men) team leaders. Originality/value This study moves an important step forward in the conflict and ISW literature, as it is the first to identify a leader’s MER and sex as key boundary conditions under which ITC is related to team members’ ISW. The implications of these findings for theory and practice are discussed.

Despite the recognition of how important expertise coordination is to the performance of software development teams, understanding of how expertise is coordinated in practice is limited. We adopt a configural approach to develop a theoretical model of expertise coordination that differentiates between design collaboration and technical collaboration. We propose that neither a strictly centralized, top-down model nor a largely decentralized approach is superior. Our model is tested in a field study of 71 software development teams. We conclude that because design work addresses ill-structured problems with diverse potential solutions, decentralization of design collaboration can lead to greater coordination success and reduced team conflict. Conversely, technical work benefits from centralized collaboration. We find that task knowledge tacitness strengthens these relationships between collaboration configuration and coordination outcomes and that team conflict mediates the relationships. Our findings underline the need to differentiate between technical and design collaboration and point to the importance of certain configurations in reducing team conflict and increasing coordination success in software development teams. This paper opens up new research avenues to explore the collaborative mechanisms underlying knowledge team performance.

We investigated narcissism in a naturalistic social context. Specifically, we examined how individuals high in admirative and rivalrous narcissism are perceived in team dynamics. Participants (n = 101) worked in small teams (k = 23 teams) during escape room-based tasks. Using a round-robin design, we observed alignment between self- and peer-ratings on interpersonal traits. Those high on admirative narcissism were perceived as confident but overestimated their likeability, whereas those high on rivalrous narcissism were perceived as aggressive and lazy. Teams characterized by high levels of rivalry exhibited reduced team cohesion, which in turn was associated with poorer team performance. There were no team-level effects for narcissistic admiration. The research advances understanding of admirative and rivalrous narcissism by simulating real-time teamwork in escape rooms.