Conflict and performance in US and Mexican learning teams: The influence of team behaviors and cultural context

Abstract

Purpose

The purpose of this paper is to examine the role of two moderators of the relationships between affective conflict and cognitive conflict and team performance: the cultural context and the level of team‐oriented behaviors.

Design/methodology/approach

Survey questionnaires were administered to a sample of 143 Mexico‐ and US‐based learning teams. Regression analysis was used to test hypotheses.

Findings

In both cultural contexts, cognitive conflict more positively affected performance when team‐oriented behaviors were high. This effect was stronger for Mexican teams. Affective conflict more negatively affected performance in Mexican teams than US teams, particularly when team‐oriented behaviors were high.

Practical implications

The results have implications for managing conflict to improve team effectiveness in the USA and in Mexico and for training managers who work across these cultural contexts.

Originality/value

The paper demonstrates the joint role of the cultural context and team behaviors in how conflict influences team performance.

Citation

Cooper, D. and Watson, W. (2011), "Conflict and performance in US and Mexican learning teams: The influence of team behaviors and cultural context", Cross Cultural Management: An International Journal, Vol. 18 No. 4, pp. 426-442. https://doi.org/10.1108/13527601111179500