Trust and Conflict in Virtual Teams: An Exploratory Study

Chapter

Abstract

The concept of “virtual organization” is more and more interesting in the literature especially focusing on virtual teams. There are two most important components within virtual teams: The organizational trust because of the decentralization and the increasing use of Information Technologies in order to share knowledge and information, and conflict management. The main aim of this paper is to investigate the trust topic and conflict in terms of factors and typologies of trust in virtual team organizations in order to understand context and individual factors of virtual collaborative relationships among employees geographically distributed and how these factors can affect conflict management within virtual teams regarding their own specific characteristics.

References

  1. 1.
    Introna, L.D. and B.L. Tiow (1997) Thinking About Virtual Organisations and the Future, in Galliers R., Murphy C., Hansen H.R., O'Callaghan R., Carlsson S. and Loebbecke C. (Eds.), 5th European Conference on Information Systems, Cork: Cork Publishing.Google Scholar
  2. 2.
    Mayer, R.C., Davis J.H., David Schoorman F.D. (1995) An Integrative Model of Organizational Trust, The Academy of Management Review, 20(3): 709–734.Google Scholar
  3. 3.
    Bateson, P. (1988) The biological evolution of cooperation and trust, in Gambetta D.G. (Eds.), Trust, New York: Basil Blackwell.Google Scholar
  4. 4.
    Ring, S.M. and A.Van de Ven (1992) Structuring cooperative relationships between organizations, Strategic Management Journal, 13: 483–498.Google Scholar
  5. 5.
    Sitkin, S.B. and N.L. Roth (1993) Explaining the limited effectiveness of legalistic ‘remedies’ for trust/distrust, Organization Science, 4: 367–392.Google Scholar
  6. 6.
    Paul, D.L. and R.R. Jr. McDaniel (2004) Field study of the effect of interpersonal trust on virtual collaborative relationship performance, MIS Quarterly, 28(2): 183–227.Google Scholar
  7. 7.
    Handy, C.B. (1995) Gods of Management – The changing work of organizations, Oxford University Press.Google Scholar
  8. 8.
    Mertens, P. and W. Faisst (1995) Virtual corporations: An organizational structure for the future?, Technology & Management, 44: 61–68.Google Scholar
  9. 9.
    Kristof, A.L., Brown, K.G., Sims Jr., H.P. and Smith, K.A. (1995) The virtual team: A case study and inductive model., in M.M. Beyerlein, D.A. Johnson, S.T. Beyerlein (Eds.) Advances in Interdisciplinary Studies of Work Teams: Knowledge Work in Teams, Vol. 2. JAI Press, Greenwich, CT, 229–253.Google Scholar
  10. 10.
    Maznevski, M.L. and K.M. Chudoba (2000) Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness, Organization Science, 11(5): 473–492.Google Scholar
  11. 11.
    Kirchmeyer, C. and A. Cohen (1999) Different strategies for managing the work non-work interface: A test for unique pathways to work outcomes , Work & Stress, 13(1): 59–73.Google Scholar
  12. 12.
    Lea, M. and R. Spears (1992) Paralanguage and social perception in computer-mediated communication, Journal of Organizational Computing, 2: 321–342.Google Scholar
  13. 13.
    Rahim, M.A. (2001) Managing conflict in organizations, Quorum Books, London.Google Scholar
  14. 14.
    Deutsch M. (2006) Introduction, in Deutsch, M., Coleman P.T., and Marcus E.C., The Handbook of Conflict Resolution, Jossey-Bass, San Francisco.Google Scholar
  15. 15.
    Walton, R.E. and J.M. Dutton (1969) The Management of Interdepartmental Conflict: A Model and Review, Administrative Science Quarterly, 14: 73–84.Google Scholar
  16. 16.
    Jarvenpaa, S.L. and D.E. Leidner (1999) Communication and Trust in Global Virtual Teams, Organization Science, Special Issue: Communication Processes for Virtual Organizations, 10(6): 791–815.Google Scholar
  17. 17.
    DeMarie, S.M. (2000) Using virtual teams to manage complex projects: A case study of the radioactive waste management project, Ames, IA: Iowa State University Grant Report.Google Scholar
  18. 18.
    Kirkman, B.L., Rosen, B., Gibson, B.C., Tesluk, P.E. and Mc Pherson, S. O. (2002) Five challengers to virtual team success: Lesson from Sabre, Academy of Management Executive, 16(3): 67–80.Google Scholar
  19. 19.
    Oakley, J.G. (1998) Leadership processes in virtual teams and organizations, Journal of Leadership Studies, 5(3): 3–17.Google Scholar
  20. 20.
    Rousseau, D.M., Sitkin, S.B., Burt, R.S. and Camerer, C. (1998) Not so different after all: a cross-discipline view of trust, The Academy of Management Review, 23(3): 393–404.Google Scholar
  21. 21.
    Coleman, P. (2006) Characteristics of protracted, intractable conflict: Toward the development of a Meta-Framework-III, Peace and Conflict, Journal of Peace Psychology, 12(4): 325–348.Google Scholar
  22. 22.
    Burgess, H. and Burgess G. (2006) Intractability and the frontier of the field, Conflict Resolution Quarterly, 24(2): 177–186.Google Scholar
  23. 23.
    Putnam, L.L. and J.M. Wondolleck (2003) Intractability: Definitions, dimensions, and distinctions, in Lewicki, R.J., Gray B. and Elliott M. (Eds.), Making sense of intractable environmental conflicts, Washington, DC: Island Press.Google Scholar
  24. 24.
    Zartman, I.W. (2005) Analyzing intractability, in Crocker, C., Hampson, F. and Aall P. (Eds.), Taming intractable conflicts, Washington, DC: U.Google Scholar
  25. 25.
    Elsbach, K. (1999) An expanded model of organizational identification, Research in Organizational Behavior, 21: 163–200.Google Scholar
  26. 26.
    Pratt, M.G. (2000) The good, the bad, and the ambivalent: Managing identification among Amway distributors, Administrative Science Quarterly, 45(3): 456–493.Google Scholar
  27. 27.
    Fiol, C.M., Pratt, M.G. and O’Connor E.J. (2009) Managing intractable identity conflicts, Academy of Management Review, 34(1): 32–55.Google Scholar
  28. 28.
    Ren, H. and B. Gray (2009) Repairing relationship conflict: how violation types and culture influence the effectiveness of restoration rituals, The Academy of Management Review, 34(1): 105–126.Google Scholar
  29. 29.
    Gaertner, S.L., Bachman, B.A., Dovidio J.F. and Banker B.S. (2001) Corporate mergers and stepfamily marriages: Identity, harmony, and commitment, in Hogg, M.A. and D.J. Terry (Eds.), Social identity processes in organizational contexts, Ann Arbor: Sheridan Books.Google Scholar
  30. 30.
    Gaertner, S.L. and J.F. Dovidio (2000) Reducing intergroup bias: The common ingroup identity model, Ann Arbor: Sheridan Books.Google Scholar
  31. 31.
    Bizman, A. and Y. Yinon (2004) Intergroup conflict management strategies as related to perceptions of dual identity and separate groups, The Journal of Social Psychology, 144(2): 115–126 .Google Scholar
  32. 32.
    Roccas, S. and M.B. Brewer (2002) Social identity complexity, Personality and Social Psychology Review, 6: 88–109.Google Scholar
  33. 33.
    Van Knippenberg, D. and E. Van Leeuwen (2001) Organizational identity after a merger: Sense of continuity as the key to postmerger identification, in Hogg, M.A. and D.J. Terry (Eds.), Social identity processes in organizational contexts, Philadelphia: Psychology Press.Google Scholar
  34. 34.
    Brewer, M.B. (2001) Ingroup identification and intergroup conflict: When does ingroup love become outgroup hate?, in Ashmore, R.D., Jussim, L. and Wilder, D. (Eds.), Social identity, intergroup conflict, and conflict resolution, New York: Oxford University Press.Google Scholar
  35. 35.
    Fiol, C.M. and E. J. O’Connor (2003) Waking up! Mindfulness in the face of bandwagons, The Academy of Management Review, 28(1): 54–70.Google Scholar
  36. 36.
    Montoya-Weiss, M.M., Massey, A.P., and Song M. (2001) Getting It Together: Temporal Coordination and Conflict Management in Global Virtual Teams, Academy of Management Journal, 44(6): 1251–1262.Google Scholar
  37. 37.
    Jarvenpaa, S.L., Knoll, K., and Leidner, D.E. (1998) Is anybody out there?: The implications of trust in global virtual teams, Journal of Management Information Systems,14(4): 29–64.Google Scholar
  38. 38.
    Armstrong, D.J. and P. Cole (2002) Managing distances and differences in geographically distributed work groups, in Hinds, P. and S. Kiesler (Eds), Distributed work: New ways of working across distance using technology, MIT Press, Cambridge, MA, 167–186.Google Scholar
  39. 39.
    Hinds, P.J. and D.E. Bailey (2003) Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams, Organization Science, 14(6): 615–632.Google Scholar
  40. 40.
    Mortensen, M. and P.J. Hinds (2001) Conflict and shared identity in geographically distributed teams, International Journal Conflict Management, 12(3): 212–238Google Scholar
  41. 41.
    Vallacher, R.R., Coleman, P.T., Nowak, A. and Bui-Wrzosinska L. (2010) Rethinking intractable conflict: The perspective of dynamical systems, American Psychologist, 65(4): 262–278.Google Scholar
  42. 42.
    Coleman, P.T., Vallacher, R.R., Nowak, A. and Bui-Wrzosinska, L. (2007) Intractable conflict as an attractor: Presenting a model of conflict, escalation, and intractability, American Behavioral Scientist, 50(7): 1454–1475.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2011

Authors and Affiliations

  1. 1.Dipartimento di Studi AziendaliUniversity of Naples “Parthenope”NaplesItaly

Personalised recommendations