Predicitng performance in virtual teams: The role of team composition in terms of members’ conflict management styles

In this study, we examine the effects of conflict management style compositions in virtual teams. Specifically, we evaluate how the percentage of team members adopting competitive and collaborative conflict management styles affects performance in virtual teams. Analyzing data from a large-scale global student collaboration project including 11,912 students (2,273 teams in total), our findings show that a greater proportion of team members with a competitive conflict management style has a positive effect on team performance. In contrast, a greater proportion of team members with a collaborative conflict management style seems to harm team performance. These findings contrast with the predictions the extant research would suggest, indicating conflict may operate and be resolved differently in virtual contexts relative to more traditional team structures.