CONFLICT AND SHARED IDENTITY IN GEOGRAPHICALLY DISTRIBUTED TEAMS
CONFLICT AND SHARED IDENTITY IN GEOGRAPHICALLY DISTRIBUTED TEAMS
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DOI：
10.1108/eb022856
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发表时间：
2001-03
影响因子：
3.3
通讯作者：
M. Mortensen;Pamela J. Hinds
中科院分区：
文献类型：
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作者：
M. Mortensen;Pamela J. Hinds
虽然地理分布的团队正在迅速增加的流行，实证研究考察的距离对群体过程的影响并没有跟上步伐。在一项研究中，24个产品开发团队位于五家公司，我们试图弥合研究和实践之间的差距差距的情感和任务冲突的数量相比，在同处一地与地理分布的团队。我们进一步研究了冲突是如何受到共享的团队身份，文化异质性和对技术的依赖进行沟通。正如假设的那样，共享的团队身份与分布式团队中的任务冲突较少相关，但与并置团队无关。情感冲突也有类似的影响，这表明共享身份可能有助于分布式团队更好地管理冲突。我们的研究结果还表明，在严重依赖技术来调解沟通的团队中，任务冲突更多。在检查性能时，我们发现一些支持我们的假设，即冲突将是更有害的分布式比搭配的团队。
Though geographically distributed teams are rapidly increasing in prevalence, empirical research examining the effect of distance on group process has not kept pace. In a study of 24 product development teams located within five companies, we attempt to bridge the gap between research and practice by comparing the amount of affective and task conflict reported in collocated versus geographically distributed teams. We further examine how conflict is impacted by shared team identity, cultural heterogeneity, and reliance on technology for communication. As hypothesized, shared team identity was associated with less task conflict within distributed, but not collocated teams. Similar effects were found for affective conflict, suggesting that a shared identity may help distributed teams to better manage conflict. Our results also suggest more task conflict on teams that rely heavily on technology to mediate their communications. In examining performance, we found some support for our hypothesis that conflict would be more detrimental for distributed than collocated teams.