The Role of Team Identification in the Dissimilarity-Conflict Relationship

Elizabeth V. Hobman (1) , Prashant Bordia (2)

1 UQ [All campuses : Brisbane, Dutton Park Gatton, Herston, St Lucia and other locations] - The University of Queensland
2 University of South Australia

This study examined the role of team identification in the dissimilarity and conflict relationship. We tested competing predictions that team identification would either mediate or moderate the positive associations between visible (age, gender and ethnic background), professional (background) and value dissimilarity and task and relationship conflict. Data was collected from 27 MBA student teams twice during a semester. Multilevel modelling and a longitudinal design were used. Results showed that value dissimilarity was positively associated with task and relationship conflict at Time 2. Its effects on relationship conflict at Time 1 were moderated by team identification. Team identification also moderated the effects of gender, age and ethnic dissimilarity on task conflict at Time 2, and the effects of gender and professional dissimilarity on relationship conflict at Time 2. No support was obtained for the mediating role of team identification on the associations between dissimilarity and conflict, or for changes in the effects of dissimilarity over time.

Mots clés: conflict; dissimilarity; identification

Elizabeth V. Hobman, Prashant Bordia. The Role of Team Identification in the Dissimilarity-Conflict Relationship. Group Processes and Intergroup Relations, 2006, 9 (4), pp.483-507. ⟨10.1177/1368430206067559⟩. ⟨hal-00571631⟩