مقاله انگلیسی رایگان در مورد تاثیر هوش فرهنگی و هوش هیجانی بر وقوع تعارض در تیم مجازی جهانی – الزویر 2022

Abstract

     The role of different types of intelligence in the occurrence of conflict in global virtual teams (GVTs) has largely been overlooked in the literature. As suggested by the theory of multiple intelligences, this study explores how cultural intelligence (CQ) and emotional intelligence (EQ) influence the occurrence of interpersonal, task and process conflicts in GVTs. Furthermore, by drawing on the contingency theory of task conflict and performance in groups and organisational teams, we examine the impact of these different types of conflict on the performance of GVTs. Utilising multilevel analysis, we tested the research model using a sample of 810 graduate and undergraduate business students from 38 different countries who worked in 232 GVTs. The results show that the CQ and EQ of the team members reduce the occurrence of the three different intragroup conflicts in GVTs. We also demonstrate that process conflict negatively affects GVT performance. We discuss the implications for research and practice.

Introduction

     A 2018 survey showed that 89 % of white-collar employees worked at least occasionally in virtual teams, often with team members located in different countries (Culture Wizard, 2018). The COVID-19 pandemic has likely further increased that number as organisations were forced to shift to telework, and international travel was largely banned. Millions of people worldwide have been working in home offices due to widespread lockdowns and health concerns (Li et al., 2020), and the telework rates will likely remain higher than the pre-pandemic levels, even after the stay-at-home orders are lifted. Bartik et al. (2020) suggest that more than one-third of the firms that have switched to remote working believe that they will continue to work virtually even after the COVID-19 crisis. As organisations increasingly rely on global virtual teams (GVTs), understanding the dynamics and performance in this form of the organisational unit becomes more critical than ever.

Findings

     Table 4 presents the descriptive statistics and Pearson correlations. CQ is statistically and positively correlated with EQ (p < .01), meaning the higher the level of CQ within the team, the higher the overall EQ of the team members. EQ is statistically and negatively correlated with both task conflict (p < .05) and process conflict (p < .01) and statistically and positively correlated with team performance (p < .05). This implies that as the level of EQ decreases within the team, the risk of process and task conflict within the team increases. Moreover, a higher EQ level within the team improves the team’s performance. Finally, process conflict is statistically and negatively related to team performance (p < .01), suggesting that as the level of process conflict decreases, it raises the level of performance within the team.