The Effects of Team Self-Guided Training on Conflict Management in Virtual Teams

E. Martínez-Moreno (), A. Zornoza, V. Orengo and L. F. Thompson
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E. Martínez-Moreno: University of Basque Country
A. Zornoza: University of Valencia
V. Orengo: University of Valencia
L. F. Thompson: North Carolina State University

Group Decision and Negotiation, 2015, vol. 24, issue 5, No 8, 905-923

Abstract: Abstract The aim of this study is to investigate in detail the specific tendencies of conflict management strategies displayed by trained and untrained synchronous computer-mediated communication (CMC) teams over time. A laboratory experiment was carried out with 54 virtual teams of four members each randomly assigned to the two conditions: experimental condition and control condition. In the experimental condition 28 teams received a training program for improving virtual team functioning among session 1 and 2, consisting in a team self-guided training. These results were compared with 26 control teams, who did not receive any training program. Content analysis of the chat was used as research method. Our results showed that trained synchronous CMC teams use more frequently functional conflict management strategies, like open communication and rotating responsibilities, and less dysfunctional conflict management strategies (avoiding) over time. In contrast, untrained synchronous CMC teams tend to use more frequently dysfunctional conflict management strategies (avoiding) and less frequently functional conflict management strategies (rotating responsibility) over time. Our study shows that team self-guided training can be useful for virtual teams. Feedback given to teams about their processes and results improves group conflict management in a virtual context.

Keywords: Conflict management; Virtual teams; Synchronous computer-mediated communication; Team self-guided training (search for similar items in EconPapers)
Date: 2015
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Citations: View citations in EconPapers (2)

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DOI: 10.1007/s10726-014-9421-7

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