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

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 performanc...
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Autor*in:	Hartono, Budi [verfasserIn] Dzulfikar, Luthfi [verfasserIn] Damayanti, Retno [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2020

Rechteinformationen:	Open Access Namensnennung - Nicht kommerziell 4.0 International ; CC BY-NC 4.0

Übergeordnetes Werk:	Enthalten in: Journal of industrial engineering and management - Terrassa : Universitat Politècnica de Catalunya (UPC), 2008, 13(2020), 1, Seite 155-178
Übergeordnetes Werk:	volume:13 ; year:2020 ; number:1 ; pages:155-178

Links:	Link aufrufen Link aufrufen Link aufrufen

DOI / URN:	10.3926/jiem.3037

Katalog-ID:	1693143747

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allfields	10.3926/jiem.3037 doi 10419/261712 hdl (DE-627)1693143747 (DE-599)KXP1693143747 DE-627 ger DE-627 rda eng Hartono, Budi verfasserin (DE-588)1200122313 (DE-627)1682369757 aut Impact of team diversity and conflict on project performance in Indonesian start-ups Budi Hartono, Luthfi Dzulfikar, Retno Damayanti 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 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. DE-206 Namensnennung - Nicht kommerziell 4.0 International CC BY-NC 4.0 cc https://creativecommons.org/licenses/by-nc/4.0/ Dzulfikar, Luthfi verfasserin (DE-588)1206941960 (DE-627)1693173751 aut Damayanti, Retno verfasserin (DE-588)1206942061 (DE-627)1693173964 aut Enthalten in Journal of industrial engineering and management Terrassa : Universitat Politècnica de Catalunya (UPC), 2008 13(2020), 1, Seite 155-178 Online-Ressource (DE-627)600307298 (DE-600)2495074-9 (DE-576)306841037 2013-0953 nnns volume:13 year:2020 number:1 pages:155-178 http://www.jiem.org/index.php/jiem/article/download/3037/923 Verlag kostenfrei https://doi.org/10.3926/jiem.3037 Resolving-System kostenfrei http://hdl.handle.net/10419/261712 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 13 2020 1 155-178 26 01 0206 3611994197 x1z 23-03-20 2403 01 DE-LFER 3620806373 00 --%%-- --%%-- n --%%-- l01 08-04-20 2403 01 DE-LFER https://doi.org/10.3926/jiem.3037 2403 01 DE-LFER http://www.jiem.org/index.php/jiem/article/download/3037/923 26 00 DE-206 56 Diversity 26 00 DE-206 56 conflict 26 00 DE-206 56 team performance 26 00 DE-206 56 project team effectiveness 26 00 DE-206 56 developing countries
spelling	10.3926/jiem.3037 doi 10419/261712 hdl (DE-627)1693143747 (DE-599)KXP1693143747 DE-627 ger DE-627 rda eng Hartono, Budi verfasserin (DE-588)1200122313 (DE-627)1682369757 aut Impact of team diversity and conflict on project performance in Indonesian start-ups Budi Hartono, Luthfi Dzulfikar, Retno Damayanti 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 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. DE-206 Namensnennung - Nicht kommerziell 4.0 International CC BY-NC 4.0 cc https://creativecommons.org/licenses/by-nc/4.0/ Dzulfikar, Luthfi verfasserin (DE-588)1206941960 (DE-627)1693173751 aut Damayanti, Retno verfasserin (DE-588)1206942061 (DE-627)1693173964 aut Enthalten in Journal of industrial engineering and management Terrassa : Universitat Politècnica de Catalunya (UPC), 2008 13(2020), 1, Seite 155-178 Online-Ressource (DE-627)600307298 (DE-600)2495074-9 (DE-576)306841037 2013-0953 nnns volume:13 year:2020 number:1 pages:155-178 http://www.jiem.org/index.php/jiem/article/download/3037/923 Verlag kostenfrei https://doi.org/10.3926/jiem.3037 Resolving-System kostenfrei http://hdl.handle.net/10419/261712 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 13 2020 1 155-178 26 01 0206 3611994197 x1z 23-03-20 2403 01 DE-LFER 3620806373 00 --%%-- --%%-- n --%%-- l01 08-04-20 2403 01 DE-LFER https://doi.org/10.3926/jiem.3037 2403 01 DE-LFER http://www.jiem.org/index.php/jiem/article/download/3037/923 26 00 DE-206 56 Diversity 26 00 DE-206 56 conflict 26 00 DE-206 56 team performance 26 00 DE-206 56 project team effectiveness 26 00 DE-206 56 developing countries
allfields_unstemmed	10.3926/jiem.3037 doi 10419/261712 hdl (DE-627)1693143747 (DE-599)KXP1693143747 DE-627 ger DE-627 rda eng Hartono, Budi verfasserin (DE-588)1200122313 (DE-627)1682369757 aut Impact of team diversity and conflict on project performance in Indonesian start-ups Budi Hartono, Luthfi Dzulfikar, Retno Damayanti 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 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. DE-206 Namensnennung - Nicht kommerziell 4.0 International CC BY-NC 4.0 cc https://creativecommons.org/licenses/by-nc/4.0/ Dzulfikar, Luthfi verfasserin (DE-588)1206941960 (DE-627)1693173751 aut Damayanti, Retno verfasserin (DE-588)1206942061 (DE-627)1693173964 aut Enthalten in Journal of industrial engineering and management Terrassa : Universitat Politècnica de Catalunya (UPC), 2008 13(2020), 1, Seite 155-178 Online-Ressource (DE-627)600307298 (DE-600)2495074-9 (DE-576)306841037 2013-0953 nnns volume:13 year:2020 number:1 pages:155-178 http://www.jiem.org/index.php/jiem/article/download/3037/923 Verlag kostenfrei https://doi.org/10.3926/jiem.3037 Resolving-System kostenfrei http://hdl.handle.net/10419/261712 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 13 2020 1 155-178 26 01 0206 3611994197 x1z 23-03-20 2403 01 DE-LFER 3620806373 00 --%%-- --%%-- n --%%-- l01 08-04-20 2403 01 DE-LFER https://doi.org/10.3926/jiem.3037 2403 01 DE-LFER http://www.jiem.org/index.php/jiem/article/download/3037/923 26 00 DE-206 56 Diversity 26 00 DE-206 56 conflict 26 00 DE-206 56 team performance 26 00 DE-206 56 project team effectiveness 26 00 DE-206 56 developing countries
allfieldsGer	10.3926/jiem.3037 doi 10419/261712 hdl (DE-627)1693143747 (DE-599)KXP1693143747 DE-627 ger DE-627 rda eng Hartono, Budi verfasserin (DE-588)1200122313 (DE-627)1682369757 aut Impact of team diversity and conflict on project performance in Indonesian start-ups Budi Hartono, Luthfi Dzulfikar, Retno Damayanti 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 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. DE-206 Namensnennung - Nicht kommerziell 4.0 International CC BY-NC 4.0 cc https://creativecommons.org/licenses/by-nc/4.0/ Dzulfikar, Luthfi verfasserin (DE-588)1206941960 (DE-627)1693173751 aut Damayanti, Retno verfasserin (DE-588)1206942061 (DE-627)1693173964 aut Enthalten in Journal of industrial engineering and management Terrassa : Universitat Politècnica de Catalunya (UPC), 2008 13(2020), 1, Seite 155-178 Online-Ressource (DE-627)600307298 (DE-600)2495074-9 (DE-576)306841037 2013-0953 nnns volume:13 year:2020 number:1 pages:155-178 http://www.jiem.org/index.php/jiem/article/download/3037/923 Verlag kostenfrei https://doi.org/10.3926/jiem.3037 Resolving-System kostenfrei http://hdl.handle.net/10419/261712 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 13 2020 1 155-178 26 01 0206 3611994197 x1z 23-03-20 2403 01 DE-LFER 3620806373 00 --%%-- --%%-- n --%%-- l01 08-04-20 2403 01 DE-LFER https://doi.org/10.3926/jiem.3037 2403 01 DE-LFER http://www.jiem.org/index.php/jiem/article/download/3037/923 26 00 DE-206 56 Diversity 26 00 DE-206 56 conflict 26 00 DE-206 56 team performance 26 00 DE-206 56 project team effectiveness 26 00 DE-206 56 developing countries
allfieldsSound	10.3926/jiem.3037 doi 10419/261712 hdl (DE-627)1693143747 (DE-599)KXP1693143747 DE-627 ger DE-627 rda eng Hartono, Budi verfasserin (DE-588)1200122313 (DE-627)1682369757 aut Impact of team diversity and conflict on project performance in Indonesian start-ups Budi Hartono, Luthfi Dzulfikar, Retno Damayanti 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 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. DE-206 Namensnennung - Nicht kommerziell 4.0 International CC BY-NC 4.0 cc https://creativecommons.org/licenses/by-nc/4.0/ Dzulfikar, Luthfi verfasserin (DE-588)1206941960 (DE-627)1693173751 aut Damayanti, Retno verfasserin (DE-588)1206942061 (DE-627)1693173964 aut Enthalten in Journal of industrial engineering and management Terrassa : Universitat Politècnica de Catalunya (UPC), 2008 13(2020), 1, Seite 155-178 Online-Ressource (DE-627)600307298 (DE-600)2495074-9 (DE-576)306841037 2013-0953 nnns volume:13 year:2020 number:1 pages:155-178 http://www.jiem.org/index.php/jiem/article/download/3037/923 Verlag kostenfrei https://doi.org/10.3926/jiem.3037 Resolving-System kostenfrei http://hdl.handle.net/10419/261712 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 13 2020 1 155-178 26 01 0206 3611994197 x1z 23-03-20 2403 01 DE-LFER 3620806373 00 --%%-- --%%-- n --%%-- l01 08-04-20 2403 01 DE-LFER https://doi.org/10.3926/jiem.3037 2403 01 DE-LFER http://www.jiem.org/index.php/jiem/article/download/3037/923 26 00 DE-206 56 Diversity 26 00 DE-206 56 conflict 26 00 DE-206 56 team performance 26 00 DE-206 56 project team effectiveness 26 00 DE-206 56 developing countries
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topic_title	26 00 DE-206 56 Diversity 26 00 DE-206 56 conflict 26 00 DE-206 56 team performance 26 00 DE-206 56 project team effectiveness 26 00 DE-206 56 developing countries Impact of team diversity and conflict on project performance in Indonesian start-ups Budi Hartono, Luthfi Dzulfikar, Retno Damayanti
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title	Impact of team diversity and conflict on project performance in Indonesian start-ups
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title_full	Impact of team diversity and conflict on project performance in Indonesian start-ups Budi Hartono, Luthfi Dzulfikar, Retno Damayanti
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title_sort	impact of team diversity and conflict on project performance in indonesian start-ups
title_auth	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.
abstractGer	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.
abstract_unstemmed	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.
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title_short	Impact of team diversity and conflict on project performance in Indonesian start-ups
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up_date	2024-08-27T03:37:34.632Z
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fullrecord_marcxml	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a2200265 4500</leader><controlfield tag="001">1693143747</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20220825074844.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">200323s2020 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.3926/jiem.3037</subfield><subfield code="2">doi</subfield></datafield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10419/261712</subfield><subfield code="2">hdl</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)1693143747</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)KXP1693143747</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Hartono, Budi</subfield><subfield code="e">verfasserin</subfield><subfield code="0">(DE-588)1200122313</subfield><subfield code="0">(DE-627)1682369757</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Impact of team diversity and conflict on project performance in Indonesian start-ups</subfield><subfield code="c">Budi Hartono, Luthfi Dzulfikar, Retno Damayanti</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2020</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="506" ind1="0" ind2=" "><subfield code="q">DE-206</subfield><subfield code="a">Open Access</subfield><subfield code="e">Controlled Vocabulary for Access Rights</subfield><subfield code="u">http://purl.org/coar/access_right/c_abf2</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">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. 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Impact of team diversity and conflict on project performance in Indonesian start-ups

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