Interpersonal Conflict and Its Management in Information System Development

By Henri Barki, J. Hartwick. MIS Q., 2001

552 citations recorded by the source corpus.

Subfields: Communication, Information Systems, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6275d239b104a258a85e37decf74b28fe9b1e300

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. V. Venkatesh
2. Likoebe Mohau Maruping
3. Atreyi Kankanhalli
4. Ritu Agarwal
5. Natalia Levina
6. Kwok Kee Wei
7. Fred D. Davis
8. Bernard C. Y. Tan

In Information Systems

1. V. Venkatesh
2. David Martens
3. Likoebe Mohau Maruping
4. Ritu Agarwal
5. Natalia Levina
6. Foster J. Provost
7. Henri Barki
8. Princely Ifinedo

In Social Psychology

1. V. Venkatesh
2. Likoebe Mohau Maruping
3. Ritu Agarwal
4. Natalia Levina
5. Bernard C. Y. Tan
6. Carol Stoak Saunders
7. Fred D. Davis
8. Foster J. Provost

Citations in the corpus

• A Control Theory Perspective on Agile Methodology Use and Changing User Requirements (2009, methodology): “…literatures has emphasized the central role played by project management approaches in ensuring the success of development efforts (e.g., Barki and Hartwick 2001, Guinan et al. 1998, Kirsch 1997, Sillince and Mouakket 1997), highlighting the importance of project leaders in influencing…”
• How Low Should You Go? Low Response Rates and the Validity of Inference in IS Questionnaire Research (2006, background): “Other researchers worked with CEOs (Sabherwal and Chan, 2001) or key managers (Jiang, Klein and Carr, 2002; Barki and Hartwick, 2001; Banerjee, Cronan and Jones, 1998; Sethi, and King 1999; Jiang and Klein, 1999) to encourage participation ranging from 60% to 93%.”
• Explaining Data-Driven Document Classifications (2014, background): “Martens and Provost: Explaining Data-Driven Document Classifications 18”
• Investigating Determinants of Software Developers' Intentions to Follow Methodologies (2003, background): “Supporting convergent validity, all factor loadings are sufficiently large [8, 65], and the t-value of each loading is significant and twice the standard error of the loading [6] (see Appendix B).”
• CONCEPTUALIZING THE CONSTRUCT OF INTERPERSONAL CONFLICT (2004, background): “…of interpersonal conflict (as measured through assessments of conflict frequency and intensity) was predicted by perceptions of disagreement, interference and negative emotion, with omission of any one of these properties significantly worsening the prediction (Barki and Hartwick, 2001).”
• Conflict and Performance in Global Virtual Teams (2006, background): “While some studies involving traditional software development teams [3, 60] suggest that conflict resolution approach mediates the relationship between conflict and team performance, others [64] suggest that conflict resolution approach plays a moderating role in the relationship.”
• Collaborating on Multiparty Information Systems Development Projects: A Collective Reflection-in-Action View (2005, background): “Studies found that a large part of these interactions is tainted by power struggles, politics, and interpersonal conflicts (Barki and Hartwick 2001, Newman and Noble 1990, Robey, et al. 1993, Sambamurthy and Kirsch 2000).”