Abstract

While most studies investigating culture in the context of conflict in teams have been using culture dimensions such as collectivism this study centers on another measurement of culture, namely individual values. In this investigation we examined how individual value diversity influences the relationship between team conflict and performance in virtual teams. Assessing two types of conflict, namely task and process conflict, the results revealed that task conflict had no unique effect beyond the impact of process conflict. Contrary to previous findings relating to group culture, this study found that value diversity has no influence on the relationship between conflict and performance in virtual teams. While individuals come to groups with their own values, they may be less powerful predictors of their behavior in groups where there are strong prevailing group values and norms to act a certain way.

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Conflict, Value Diversity, and Performance in Virtual Teams

While most studies investigating culture in the context of conflict in teams have been using culture dimensions such as collectivism this study centers on another measurement of culture, namely individual values. In this investigation we examined how individual value diversity influences the relationship between team conflict and performance in virtual teams. Assessing two types of conflict, namely task and process conflict, the results revealed that task conflict had no unique effect beyond the impact of process conflict. Contrary to previous findings relating to group culture, this study found that value diversity has no influence on the relationship between conflict and performance in virtual teams. While individuals come to groups with their own values, they may be less powerful predictors of their behavior in groups where there are strong prevailing group values and norms to act a certain way.