The roles of conflict management and psychological empowerment in virtual teams

Datos Bibliográficos

ID21596383
AutoresShubhi Gupta (0000-0001-6970-0679, Fore School of Management), Govind Swaroop Pathak (0000-0002-4328-1397, Indian Institute of Technology Dhanbad), Baidyanath Biswas (0000-0002-0609-3530, Dublin City University)
Año2024
Volumen37
Número8
Páginas66-108
Fecha de publicación2024-12-16
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaInformation Technology and People (JOURNAL)
Identificadores de la revistaISSN: 0959-3845 • E-ISSN: 1758-5813
EditorialEmerald (PUBLISHER)
DOI10.1108/itp-04-2022-0265
OpenAlexW4382723150
IdiomaEN
Citas recibidas4
Referencias citadas169

Purpose This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states. Design/methodology/approach The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM). Findings The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being. Research limitations/implications The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs. Practical implications Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space. Social implications The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better. Originality/value This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy

Conflict management · Empowerment · Knowledge management · Management · Mediation · Political science · Psychological safety · Sociology · Structural equation modeling · Team effectiveness · Teamwork · Virtual team · Applied Psychology · Collaboration in agile enterprises · Computer Science · Knowledge Management and Sharing · Psychology · Social Psychology · Team Dynamics and Performance