| HOME | HELP | FEEDBACK | SUBSCRIPTIONS | ARCHIVE | SEARCH | TABLE OF CONTENTS |
|
|
|
|||||||
|
|||||||||
Center for Work, Technology and Organization, Department of Management Science and Engineering, Stanford University, Stanford, California 94305-4026
The bulk of our understanding of teams is based on traditional teams in which all members are collocated and communicate face to face. However, geographically distributed teams, whose members are not collocated and must often communicate via technology, are growing in prevalence. Studies from the field are beginning to suggest that geographically distributed teams operate differently and experience different outcomes than traditional teams. For example, empirical studies suggest that distributed teams experience high levels of conflict. These empirical studies offer rich and valuable descriptions of this conflict, but they do not systematically identify the mechanisms by which conflict is engendered in distributed teams. In this paper, we develop a theory-based explanation of how geographical distribution provokes team-level conflict. We do so by considering the two characteristics that distinguish distributed teams from traditional ones: Namely, we examine how being distant from one's team members and relying on technology to mediate communication and collaborative work impacts team members. Our analysis identifies antecedents to conflict that are unique to distributed teams. We predict that conflict of all types (task, affective, and process) will be detrimental to the performance of distributed teams, a result that is contrary to much research on traditional teams. We also investigate conflict as a dynamic process to determine how teams might mitigate these negative impacts over time.
Center for Work, Technology and Organization, Department of Management Science and Engineering, Stanford University, Stanford, California 94305-4026
phinds{at}stanford.edu
debailey{at}stanford.edu
This article has been cited by other articles:
|
|
 |
|
  M. B. O'Leary and M. Mortensen Go (Con)figure: Subgroups, Imbalance, and Isolates in Geographically Dispersed Teams Organization Science, January 1, 2010; 21(1): 115 - 131. [Abstract] [PDF]
|
|
|
|
 |
|
 W. Reid and R. Karambayya Impact of dual executive leadership dynamics in creative organizations Human Relations, July 1, 2009; 62(7): 1073 - 1112. [Abstract] [PDF]
|
|
|
|
 |
|
 R. Rico, C.-M. Alcover, M. Sanchez-Manzanares, and F. Gil The joint relationships of communication behaviors and task interdependence on trust building and change in virtual project teams Social Science Information, June 1, 2009; 48(2): 229 - 255. [Abstract] [PDF]
|
|
|
|
 |
|
 N. N. Bazarova and J. B. Walther Attributions in Virtual Groups: Distances and Behavioral Variations in Computer-Mediated Discussions Small Group Research, April 1, 2009; 40(2): 138 - 162. [Abstract] [PDF]
|
|
|
|
 |
|
 N. Pisani International Management Research: Investigating its Recent Diffusion in Top Management Journals Journal of Management, March 1, 2009; 35(2): 199 - 218. [Abstract] [PDF]
|
|
|
|
 |
|
 R. L. Wakefield, D. E. Leidner, and G. Garrison Research Note--A Model of Conflict, Leadership, and Performance in Virtual Teams Information Systems Research, December 1, 2008; 19(4): 434 - 455. [Abstract] [PDF]
|
|
|
|
 |
|
 J. M. Wilson, M. Boyer O'Leary, A. Metiu, and Q. R. Jett Perceived Proximity in Virtual Work: Explaining the Paradox of Far-but-Close Organization Studies, July 1, 2008; 29(7): 979 - 1002. [Abstract] [PDF]
|
|
|
|
|
|
L. L. Greer, K. A. Jehn, and E. A. Mannix Conflict Transformation: A Longitudinal Investigation of the Relationships Between Different Types of Intragroup Conflict and the Moderating Role of Conflict Resolution Small Group Research, June 1, 2008; 39(3): 278 - 302. [Abstract] [PDF]
|
|
|
|
|
|
L. Dabbish and R. Kraut Research Note--Awareness Displays and Social Motivation for Coordinating Communication Information Systems Research, June 1, 2008; 19(2): 221 - 238. [Abstract] [PDF]
|
|
|
|
|
|
R. F. Zammuto, T. L. Griffith, A. Majchrzak, D. J. Dougherty, and S. Faraj Information Technology and the Changing Fabric of Organization Organization Science, September 1, 2007; 18(5): 749 - 762. [Abstract] [PDF]
|
|
|
|
|
|
W. F. Boh, Y. Ren, S. Kiesler, and R. Bussjaeger Expertise and Collaboration in the Geographically Dispersed Organization Organization Science, July 1, 2007; 18(4): 595 - 612. [Abstract] [PDF]
|
|
|
|
|
|
J. A. Espinosa, S. A. Slaughter, R. E. Kraut, and J. D. Herbsleb Familiarity, Complexity, and Team Performance in Geographically Distributed Software Development Organization Science, July 1, 2007; 18(4): 613 - 630. [Abstract] [PDF]
|
|
|
|
 |
|
 P. Bosch-Sijtsema The Impact of Individual Expectations and Expectation Conflicts on Virtual Teams Group Organization Management, June 1, 2007; 32(3): 358 - 388. [Abstract] [PDF]
|
|
|
|
|
|
S. L. Connaughton and M. Shuffler Multinational and Multicultural Distributed Teams: A Review and Future Agenda Small Group Research, June 1, 2007; 38(3): 387 - 412. [Abstract] [PDF]
|
|
|
|
|
|
P. Myers Themed article: Sexed up intelligence or irresponsible reporting? The interplay of virtual communication and emotion in dispute sensemaking Human Relations, April 1, 2007; 60(4): 609 - 636. [Abstract] [PDF]
|
|
|
|
|
|
A. Katz and D. Te'eni The Contingent Impact of Contextualization on Computer-Mediated Collaboration Organization Science, March 1, 2007; 18(2): 261 - 279. [Abstract] [PDF]
|
|
|
|
|
|
S. Z. Schiller and M. Mandviwalla Virtual Team Research: An Analysis of Theory Use and a Framework for Theory Appropriation Small Group Research, February 1, 2007; 38(1): 12 - 59. [Abstract] [PDF]
|
|
|
|
|
|
C. S. Saunders and M. K. Ahuja Are All Distributed Teams the Same? Differentiating Between Temporary and Ongoing Distributed Teams Small Group Research, December 1, 2006; 37(6): 662 - 700. [Abstract] [PDF]
|
|
|
|
|
|
A. Metiu Owning the Code: Status Closure in Distributed Groups Organization Science, July 1, 2006; 17(4): 418 - 435. [Abstract] [PDF]
|
|
|
|
 |
|
 D. Starke-Meyerring and D. Andrews Building a Shared Virtual Learning Culture: An International Classroom Partnership Business Communication Quarterly, March 1, 2006; 69(1): 25 - 49. [Abstract] [PDF]
|
|
|
|
 |
|
 J. N. Cummings and S. Kiesler Collaborative Research Across Disciplinary and Organizational Boundaries Social Studies of Science, October 1, 2005; 35(5): 703 - 722. [Abstract] [PDF]
|
|
|
|
|
|
P. J. Hinds and M. Mortensen Understanding Conflict in Geographically Distributed Teams: The Moderating Effects of Shared Identity, Shared Context, and Spontaneous Communication Organization Science, May 1, 2005; 16(3): 290 - 307. [Abstract] [PDF]
|
|
|
|
|
|
A. Majchrzak, A. Malhotra, and R. John Perceived Individual Collaboration Know-How Development Through Information Technology-Enabled Contextualization: Evidence from Distributed Teams Information Systems Research, March 1, 2005; 16(1): 9 - 27. [Abstract] [PDF]
|
|
|
|
|
|
C. M. Fiol and E. J. O'Connor Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions Organization Science, January 1, 2005; 16(1): 19 - 32. [Abstract] [PDF]
|
|
|
|
|
|
S. L. Jarvenpaa, T. R. Shaw, and D. S. Staples Toward Contextualized Theories of Trust: The Role of Trust in Global Virtual Teams Information Systems Research, September 1, 2004; 15(3): 250 - 267. [Abstract] [PDF]
|
|
| HOME | HELP | FEEDBACK | SUBSCRIPTIONS | ARCHIVE | SEARCH | TABLE OF CONTENTS |
