| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 276769 | International Journal of Project Management | 2012 | 9 Pages |
Diversity of personal values among participants in an information system project is typically considered to create harmful team conflict, as do other forms of personal diversity. However, recent research establishes that information and knowledge diversity among project team members contribute to project success, leading one to question accepted thought regarding diversity of values. We model the impact of value diversity on project performance through theoretical layers of diversity, conflict, and teamwork quality. An empirical test supports hypotheses that value diversity adds to both beneficial and detrimental conflict. Project managers should compose teams with diverse project values but must control for potential detrimental effects.
► We model value diversity in the information system project context. ► Conflict and teamwork quality serve as consequents of value diversity. ► Empirical data support the model. ► Value diversity increases helpful task conflict which improves project performance. ► Value diversity increases detrimental relationship conflict which must be managed.
