The overall aim of this research is to firstly ascertain the impact conflict plays in effective virtual team working. Secondly, this is aimed at identifying the causes and effects of conflict within virtual teams. Thirdly, having collected and analysed the data, if applicable make recommendations on the best means of managing conflict in a virtual team
Research Context
The utilization of virtual teams (VT) in many organisations has increased due cost efficiency advantages and continuous 24 hour working if members are based in different geographical locations. This increase in the past years has been facilitated by globalization and the popularity of e-commerce. (Tjosvold, 2008; Boxall 2008) VTs are used in many companies in various sectors for example information systems, sales, marketing, software development, universities, call service providers and many others. Ironically, there recent trend has being failure as most VT's used in organisations and projects fail 60% of the time as a result of internal conflict.(Shin et al, 2005;Cloke and Goldsmith, 2000; Gelfand and Brett 2004)
Organisational conflict affects employee performance in mostly negative ways and has been a focal point for many performance management researchers in Human Resource Management. (Pondy 2006)
Moreover, quite a lot of research has been carried out on resolving and making conflict in traditional face to face organisational settings productive. These studies have focused on interpersonal conflict between managers, employees and in some cases unions. (Putnam, 2007) Only very recently did research begin on the VT phenomenon largely concentrating on the effect distance and culture have in Multinational Organisations (MNC) and much later universities. However there is a great deal of literature for managing conflict in MNC's but relatively none for managing conflict situations in Small and Medium scale Enterprises (SME) which shows a gap in the conflict management literature regarding virtual teams (Matlay and Westhead, 2005)
Therefore, this research will focus on managing conflict in virtual teams especially in SME's as a result of location differences and culture .Relative Improvements is a United Kingdom based home improvements company. The choice of the home improvements sector is based not only on the availability of respondents but the intense competition in the sector and the company's use virtual teams with members widely-dispersed in the United Kingdom. Also team members are usually from different cultural backgrounds and still encounter problems based on interpretation and distance.
Although, approaches to conflict management have changed with the times with conceptual approaches becoming more practical and implementable than theoretical and inapplicable. As earlier, studies were focused on conflict avoidance and control whilst in recent times especially regarding VT's factors like the role of trust, cultural differences, attitudes to work and space.
In addition, many organisations would welcome conflict resolutions methods in VT's tailored to their organisations as it would have a positive effect on performance.
LITERATURE REVIEW
As earlier stated most conflict management research in organisations has been geared to conflict mediation within traditional (face to face) teams. These teams are otherwise referred to as 'collocated or proximate' teams as they exist in the same geographical location and are rarely affected by time zone or cultural differences. Since conflict is easily detectable and addressed appropriately depending on its nature in traditional teams. (Hinds and Bailey, 2004)
However with the introduction electronic information and communication media and the general need for companies to be more competitive in meeting project targets and deadlines. The use of distributed work is becoming more popular as it is considered more efficient, low-cost and provides rapid solutions to complex organizational problems.
Although the actual definition of a virtual team has been highly debated as some organisations have teams who communicate electronically via e-mail, video conferencing, whilst in a synchronous location where there are no time and location differences. Samarah et al, (2002:1131) defines 'a virtual team as an organized group where geographically separated members are brought together by technological means to achieve organizational goals'. They are meant to possess corresponding skills since their performance goals are interdependent and they have a united approach to work as they are mutually accountable. (Boxall, 2008)
However, VT's are key parts of virtual organisations and according to Johnson et al (2008:430), 'virtual organisations are held together not through formal structure and physical proximity of people, but by partnerships, collaboration and networking'. It is therefore deducible from the above definitions the essential nature of VT's
In addition, there are 6 different types of VT's in organisations and all teams face different types of conflict based on their position in the time, space and culture continuum (Please see Figure 1). However, there is an assumption that shorter the distance of time, space and culture the lesser the propensity of conflict occurring within the team. This in turn questions the advantage of having virtual teams across continents as they ensure working continuity round the clock based on time differences. Nevertheless, there is a gap in the literature regarding individual conflict resolution methods for each team as most of the literature is very generic with a one style suits all approach.
FIGURE 1: Types of Virtual Teams
Source: Javarnpaa and Liedner (1999:792)
Many studies on virtual team effectiveness have been carried out using graduate students from different cultural backgrounds for instance Javarnpaa et al (2004) conducted a 2 tiered study of 136 Masters level students from 22 universities across the globe to analyse the role of trust, communication and task performance levels. They utilized a mixture of quantitative and qualitative research methods using structural models to test their hypothesis. Ironically they could not start both groups at the same time because of advantageous time differences. This approach could be unsatisfactory because the activity was part of a core module the data received may possibly be subjective and unrepresentative. Kankanhalli et al (2007) used students from 3 universities in North America, Europe and Asia their aim was to measure which conflict types arose resulting from task characteristics and team performance levels also based on the conflict type. They collected their data via qualitative methods using reflective logs and interviews. Also like Kankanhalli et al's(2007) the same restrictions apply but of key importance is cultural bias many respondents broke into groups of their own cultural units and these results may not be applicable in a virtual business environment. The main methodological flaws with using student teams according to Piccoli et al, (2004) is time limitation and dependence on Zero-group history although this in turn could be a strength. (Egea, 2006).
Although, all the findings from the above studies are important for managing conflict in VTs although some factors like culture, Trust, conflict management styles, and shared identity are more relevant than most others.
ROLE OF CONFLICT
There is a general acceptance of conflict being a disagreement amongst two or more mutually dependent parties (Shin, 2005). It could also be referred to as a dispute over the attainment of limited resources, objections based on individual preferences or beliefs and a means claiming status and power. (Joshi et al, 2002)
Conflict management literature has evolved from its inceptions since the 1960's the traditionalist view saw conflict as purely negative therefore it was totally avoided and seen as problematic. Whereas the human relations view saw conflict as natural, inevitable and endemic. The more recently introduced interactionist view posits that conflict is necessary, could be either positive or negative, affects group performance and could be valuable if channelled properly; this last approach is most applicable to virtual teams. (Fitzpatrick, 2007; Darling and Walker, 2001, Shelton and Darling, 2001)
This is in turn proves that conflict is functional and dysfunctional as organizations are made up of individuals from different backgrounds, levels of intelligence interacting to achieve several purposes. And in an attempt to achieve these goals conflict situation arise in circumstances where an individual believes he or she has been deprived of her needs or rights. (Kankanhalli et al, 2007; Darling and Walker 2001; Appelbaum et al 1999; Hinds and Mortenson 2005.
Over time, a few organisational conflict management models have emerged and are geared towards managers for example Borisoff and Victor(1998) 5 A's Technique, Rognes and Schei's, (2009) Integrative approach, the Satir Modes(Elgin,2000),The Kraybill Conflict Style Inventory(Kraybill,2005).Although the most commonly used in many MNC's is Thomas-Kilmann's Conflict Mode Instrument (TKI)(Thomas and Kilman,1977) as it posits 5 major behavioural responses to conflict depending on an individual's level of assertiveness , they are competing, collaboration, avoidance, accommodating and compromising(Please see Diagram).
Figure II: Thomas-Kilmann's Conflict Mode Instrument
Source: Starrett (2003: 2)
It is applied using a survey approach to recognise conflict management behaviour, and advocates that workers efficiency could increase via the choice of conflict mode (Kilmann, 2007). This model has been criticised for its assumption that all users are from one cultural background which is highly improbable in virtual teams. The TKI theory also does not provide recommendations on the impact of culture in response to conflict. Irrespective of the above limitations researchers have deemed it an appropriate means of alleviating conflict situations ameliorated by mediation and negotiation in both traditional and virtual teams. (Paul et al, 2005; Mohammed and White, 2008; Montoya-Weiss et al, 2001)
Moreover, factors such as shared contexts accidentally predetermine the role of conflict within a team as this context requires all members having the same access to information, tools, job protocols and cultures. This serves as a buffer to geographical distance and gives all team members a common bond and goal (Hinds and Mortenson, 2005). Also, the role of trust cannot be under emphasized as according to Kanawattanacha and Yoo, (2002) trust binds and links virtual team members collectively. In addition communication is imperative because miscommunication is a core cause of conflict especially in a team with cultural diversity and bias based from cultural orientation is somewhat difficult to detect. Furthermore, task performances refers to task integration and interdependence of which based on personality types could be slow and cause conflict or fast and expedient.(Egea,2007)
In addition, the role of conflict in an organisation is affected by the above listed factors and it is worth noting that conflict serves multifarious roles to organisations ranging from immensely advantageous to largely negative dependent on the conflict type and cause of conflict.
TYPES OF CONFLICT
According to Hinds and Bailey, (2003) there are 3 types of conflict: process, task and affective. Process conflict refers to disparity over the team's implementation of the task, its techniques, and its group methods. Task conflict is about opinion differences regarding the actual work context. It's also been argued that a reasonable quantity of task conflict can be advantageous to an organisation as it could aid innovation. (Jackson et al, 2007; Panteli and Sockalingam, 2005). Affective conflict involves personal differences it is mostly hostile and could create insecurity within the team. It has been noted that these types of conflict occur more in VTs than face to face teams. (Paul et al, 2005)
Virtual Team CHARACTERISTICS AND Causes of Conflict
Virtual teams are characterised by a few more factors than ultimately having a group of people working together via communicative means.
Shin et al (2005) has characterized VT's as having four levels of dispersion and conflict causation factors are related to these dispersions they are temporal, spatial, cultural, and organizational dispersion. Temporal dispersion refers to the time differences amongst team members whilst the cultural dispersion refers to cultural disparity within the team across cultures. Spatial dispersion is distance people work across different localities and lastly organizational boundaries refers to work boundaries and restrictions in place on the teams. (Griffeth et al, 2003; Panteli and Sockalingam 2005, Paul et al 2005, Hertel et al, 2005)
Based on these dispersions, some causes of conflict are more prevalent than others for example spatial and temporal dispersed teams are likely to have more conflict caused by Task type , jurisdiction ambiguity, responsibilities, lack of trust, communication breakdown than cultural or Goal and power and status differences (Kanawattanacha and Yoo, 2002; Shin et al, 2005; Rollag, 2005)
CONFLICT RESOLUTION
In light of all the above, there is an understanding of how conflict in VTs occur and can be managed. However, in most traditional work place conflict situations conflict resolution methods like mediation, negotiation, arbitration and litigation are effective. Whereas in VT's the most viable methods are negotiation and mediation although alterations are necessary for the virtual environments (Shin et al 2007; Capozzoli, 1999)
In these situations Virtual Negotiation would involve information sharing, identifying problematic issues, prioritizing and thereafter reaching agreements satisfactory to all affected parties. Virtual mediation would require setting up, identifying issues, obtaining a general direction for opinions and getting all parties to agree in a plan of action or solution. (Shin et al 2005)
However, Montoya-Weiss et al, (2001) and Kankanhalli et al, (2007) have suggested Temporal Coordination which involves synchronizing group activities to reduce ambiguity, the struggle for resources and promote communication
Although some e-commerce companies(Banks in the United Kingdom, Microsoft , Call and Internet service providers have developed online customer dispute services though this is not applicable in VTs. (Cloke and Goldsmith, 2000)
Nevertheless, this proposal is also focused on how conflict is managed based on the type of VT which is determined by the teams' position on the time, space and culture continuum. Therefore any of these conflict resolution methods could be utilized dependent on the teams size and characteristics.
Since the choice of conflict resolution method is dependent on causality, the role of conflict, size of team and cultural differences. The propensity for conflict situations arsing is very variable and dependent the existing organizational structure
Research Questions
In order to gain in-depth knowledge on efficient conflict management practices. There are crucial questions which need answering for instance: Examine the role of conflict on team performance (Q1). As earlier stated conflict has been argued to be a natural occurrence, therefore there is need to identify the role it plays in a virtual team. For example could conflict be a means of innovation and why, in turn does it mean more conflict is advised or acceptable, alternatively is conflict detrimental to team members as it could restrict the team's performance.
The next question would be evaluating applicable conflict resolution methods (mediation, negotiation and temporal co-ordination) (Q2) and thirdly Identifying which methods are most appropriate dependent on the type of conflict the virtual team is experiencing (Q3). This is an attempt to bridge some of gaps in the literature earlier indicated about conflict resolution methods being tailored to the type of virtual team instead of being generic. However, since conflict causality and types could determine the resolution method chosen there is a need to investigate their role in the conflict management process.
Thereafter, based on information gathered and analysis any recommendations noted would be proffered.
RESEARCH STRATEGY
Due to the nature of Virtual Teams this research will be subsumed within the interpretivist philosophy. This philosophy addresses underling questions in the study of various phenomenon especially why and how they occur in a wider framework. (Cyer, 2006) therefore making this philosophy most appropriate in the study of conflict.
However, based on the interpretivist approach, it is necessary to apply a deductive approach and thereafter an exploratory case study investigative strategy. The reasons behind the choice of a deductive approach are the existence of many organisational conflict resolution practices of which the literature has indicated. Some are applicable to virtual teams than others and the viability of testing for variables from data gathered. (Myers, 2002)
In addition, an exploratory case study approach has been chosen to allow for further identification regarding all variables involving conflict and resolution in virtual teams (Yin, 1993). According to Anderson (2004) a case study investigation is advisable when the researcher has no control on behavioural events and needs to study an environment in a real life context. This is apart from the ease of access to the organisation and data. Also, using an organisation as a case study would expose the researcher to many aspects of VT conflict since they entail considering perspectives of all parties involved and their interactions regarding the phenomena being studied. (Fisher, 2007).
SAMPLE SIZE AND DATA GATHERING METHODS
Nonetheless, to gather needed to answer the above stated research questions. A selection of qualitative and quantitative research methods including interviews and questionnaire administration would be utilized to obtain the data required. One of the aims of this research is to ascertain the impact conflict plays in effective virtual team working and to collect the appropriate data. Semi- Structured interviews with open ended questions will be used to generate data on Q1 to Q3.A total of 12 people will be interviewed and administered questionnaires as they make up the crux of Relative Improvements virtual sales marketing team this group includes 2 managers. The choice of using the sales team stems from the fact that a high percentage of company's revenue is generated from the VT sales team. Furthermore, the organisation employs 60 people in its sales department within the United Kingdom and 42 of them work in VT's hence the overall sample size is 42 respondents and this sample size is relatively adequate for an SME organisation. (Matlay and Westhead, 2005)The sample has been chosen based on criterion sampling methods with the criteria being working in virtual teams. (Patton, 1990)
The reason for the choice of semi-structured interview is the freedom it gives the researcher to explore opinions in detail and it's appropriate for a sensitive topic like conflict. (Cyer, 2006).
Also, the questionnaires will be administered to a sample of 30 people who form part of the virtual team on a necessity basis. Their responses will be used to analyse Q1 to Q3 also as it could provide alterative and supportive views to the responses from the interviews would aid the identification process of the roles of trust, distance and culture in choosing conflict resolution methods. The questionnaires will sent via email and placed on a survey site for easy accessibility whilst the interviews will take place virtually via internet using communicative software for example 'Skype'. It will consist of open ended questions in reference to the research. The researcher anticipates a 75% response rate on the entire sample which is based on the already existent relationship she has with the organisation.
However, the reason behind using mixed methods (qualitative and quantitative) is to ensure reliability and validity. The weaknesses of using only qualitative data are taken into account and are supported via the use of quantitative data further enabling triangulation. (Myer, 2002)
DATA ANALYSIS
The qualitative data gathered from the interviews will be recorded and coded based on prevalent themes and content analysis will be applied thereafter to ascertain the most common views or themes. (Fisher, 2007)
Whilst the quantitative data garnered from the questionnaires will be run through regression analysis (ANOVA) on the SPSS software to certify validity and test dependent variables like the choice of being in a VT and task conflict in VT and many other independent variables for instance distance or misconstrued communication based on cultural differences . The choice an ANOVA regression is due to the number of variables being tested. (LaFountain & Bartos, 2002)
This research methods used in this study are very similar to the earlier mentioned Hinds and Mortenson (2005) research although an MNC was studied and they tested various hypothesis. The similarity is based on their sample being an organisation and similar variables like communication, performance and distance will be measured.
Risk/Limitations
There are quite a few risks involved for example emotional harm as a result of involvement in previous conflict situations in the organisation. This is avoidable by requesting to confer with people less emotionally involved and removed from the situation in an attempt prevent such events in the future. Also in order to reduce the risk of damage as a result of the investigation itself should the case study results be harmful to respondents or organisation .the case study would be results be delivered only to the managers involved who would disseminate the information given them based on their own discretion .In addition there is a relatively low risk of Language barriers although advice on cultural differences will be sought by the researcher prior to the commencement of the data gathering process.(Walliman,2005)
In addition, in the eventuality of the organisation reneging on their agreement to allow the research, alternative plans have been made to continue the study in another SME organisation.
Ethical and Legal Issues
Ethical issues like confidentiality, anonymity, data processing, informed consent and ethical guidelines would be taken into consideration in reference to the Data Protection Act of 1998. In order to assure anonymity the actual name of the organisation has not been used to preserve the organisations identity. Although non public pre-existing data is not really required apart from staff names and locations which would be known only to the researcher since all form of data collection is taking place virtually. The necessity of anonymity is to evade ethical problems in relation to researcher's demeanour to the respondents (Saunders, et al., 2007). To achieve this, the participant names will not be kept or documented any longer than necessary.
In order to assure informed consent a disclaimer letter would be sent to all participants indicating purpose, intent, its main features and the benefits attainable from the research as well as the researcher's details. The respondents in turn decide whether to take part of the research and are not coerced by their managers. They would also be allowed to stop participating in the research at any point in time if they feel uncomfortable However, prior to any interview the interviewees consent will be required to allow recording and expedite the interview purposes. Also, consent would be required from the respondents filling the questionnaires.
The advantages of this research would be that in the event of any re-occurring conflict managers would have a tentative set of guidelines for conflict resolution tailored for their advantages. In addition, the responses from the interviewees or questionnaires will not be shared with any managers thereby giving them no notion of who said what, when or where to avoid any form of punishment or penalty.
Also, Data collected will be encrypted using the True Script software in also in accordance with the UK 1998 Data Protection. All form of paper transcripts if any will be locked in a secure location only known to the researcher and project supervisor. The data collected will be stored for a period of three months after the assessment and destroyed thereafter.
Schedule
The research will be broken down into 5 chapters namely: Introduction, Literature Review, Methodology, Findings and Recommendations then conclusions. All these chapters would have different sub sections based on their context and before the researcher commences q new chapter she would have gotten feedback her supervisor. For the tentative time line please see Figure III below.
Figure III: Research Time Line
