Impact of team diversity and conflict on project performance in Indonesian start-ups

Abstract

Purpose: Grounded to social identity and information decision theories, the study develops and empirically verifies a fresh theoretical model on the possible mediating effect of emotional and task conflicts toward the associations between diversity (work, social, and ideology) and project performance.Design/methodology/approach: A survey was performed, and 68 Indonesian start-ups provided positive responses accounting for a 57.6% response rate. In total, 102 Indonesian project teams participated, and since multiple team members were inquired for respective teams, 395 individual respondents were involved. An aggregation protocol was utilized to compute team-level datasets. The partial least square (PLS) method was utilized for the main analysis.Findings: The findings suggest a detrimental effect of heightened ideology polarization towards team performance as mediated by emotional conflict. Moreover, work diversity positively affects task conflict, but it does not positively affect team performance. Possible moderating variables such as cultural aspects may lessen the impact.Research limitations/implications: The study offers an updated theoretical model which pertains to diversity, conflict and performance. It also offers unique empirical evidence to examine the theoretical propositions within the setting of Indonesian start-ups. The sample size is rather limited even though it is substantially larger than similar past studies. This could result in a relatively low statistical power. Practical implications: It offers useful practical insights for start-ups to improve their project performance by looking at the intricate association between aspects of team diversity, conflict, and project success.Originality/value: This study extends the contemporary knowledge on diversity studies, by focusing on the project context of Indonesian start-ups.

The Effect of Diversity towards Team Conflict and How Emotional Intelligence Role as Moderating Variable in Improving Team Performance: A Theoretical Study

“…Besides, the collectivism of culture is an effective intervention variable that can reduce conflict and it comes from social diversity within the team, but not outside it. However, cultural collectivism does not have a dampening effect on work relations with diversity in task conflict or ideological diversity in emotional conflict (Hartono et al, 2020).…”

“…Relationship conflicts will affect the result of team due to the different nature of task relationships. Meanwhile, task conflict affects task-related team efficacy and can escalate to relationship conflict which can directly affect team satisfaction (Schoss et al, 2020) and high ideological diversity within a team will harm to the performance of the team (Hartono et al, 2020).…”

Environment and Social Framework: Compromise of Interest as Social Conflicts Resolution in Infrastructure Projects

“…Referring to the research of Sanggoro et al [1,3], conflict of interest in the project can result in social conflict of the project triggered by task conflict [6,38], rule conflict [1], affective conflict [39], value conflict [1]. Conflicts within projects have a negative impact on performance.…”

Factors Affecting Employee Retention Among SMES’ Millennial Employees in Klang Valley, Malaysia

“…Employees are paid in monetary or non-monetary sums for their contributions (Mackowiak, 2020). Direct compensation and indirect compensation are the two forms of remuneration, according to (Asbari et al, 2020;Hartono et al, 2020;Rokhani, 2020). All revenue received by workers in the form of money, direct or indirect assets as compensation for services supplied to corporations is referred to as compensation.…”