PROJECT TEAM MANAGEMENT : THE IMPACT OF CONFLICT MANAGEMENT AND ORGANIZATIONAL IMPROVISATION ON PERFORMANCE

Abstract

This study explores the relationship between conflict and performance in project teams. It was initiated by a two-fold observation. On the one hand, the
need for practitioners to improve their conflict management capacities in an environment of increased
time pressure and uncertainty. On the other hand,
existing research offer divergent results. Our aim is
to explore the link between conflict, as a multidimensional concept, and performance within project
teams. We conducted a quantitative survey amongst
85 student project teams (N=265). This study tests a
causal model, including the moderating role of two
managerial variables: the ability to improvise and
the potential for conflict resolution. The main issue
for Human resource management is to know to
what extent it is appropriate to invest in the consolidation of these skills, using for example, training or
support dedicated tools.