Conflict management and performance of information technology development teams

Abstract

Purpose This research aims to investigate how team support and cohesion channel the effects of relationship conflict and its management on team productivity. Design/methodology/approach Questionnaire data were sampled from students working in groups to design software systems for companies. Structural equation methodology was used to estimate the proposed model. Findings The results indicate that the mediators (team support and cohesion) positively affect each other and team performance. The results support that the effects of conflict and conflict management on team performance are mediated by team support first and then indirectly through team cohesion. Research limitations/implications This paper empirically establishes the mechanisms through which conflict and its management affect team performance. The following limitations should be considered when generalizing the results of the study: team-level phenomena were assessed using perceived measures of individual team members and an academic setting was used for data collection. Practical implications The findings indicate that team support plays an important role in protecting the team from the negative effects of conflict and that team support contributes to the development of team cohesion. Originality/value This work is one of the first to evaluate the mechanisms of team support and cohesion through which team conflict and its management affect team performance.