Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams

By Pamela J. Hinds, Diane E. Bailey. Organ. Sci., 2003

1,022 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8f0ff799bc14360d735a405a05482e76d4966990

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Citations in the corpus

Go (Con)figure: Subgroups, Imbalance, and Isolates in Geographically Dispersed Teams (2009, neutral): “For example, Hinds and Bailey (2003) argue that the members of teams with low identification are less likely to discuss issues when they occur, thereby impeding their ability to work through and resolve those issues effectively.”
Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes (2011, background): “Subordinates with managers who telework or work virtually may also have additional restrictions placed upon them in terms of interacting with their manager through electronic communication tools that are less rich and contain fewer contextual indicators, which hamper accurate interpretations and fos”
The centrality of communication norm alignment, role clarity, and trust in global project teams (2016, background): “Hinds and Bailey (2003) argue that due to the aforementioned dynamics, conflicts about work processes such as communication are common in global, virtual teamwork.”
The Impact of Knowledge Coordination on Virtual Team Performance Over Time (2007, background): “Subsequent work argues that teams that experience more social communication can perform better by compensating for the lack of social cues (Chidambaram 1996; Hinds and Bailey 2003; Jarvenpaa and Leidner 1999; Maznevski and Chudoba 2000).”
Conflict and Performance in Global Virtual Teams (2006, background): “Conceptual studies [10, 25] and empirical studies [43, 44], including studies of student teams [49], have examined some of the antecedents to conflict and the relationship between”
Comparing telework locations and traditional work arrangements: Differences in work‐life balance support, job satisfaction, and inclusion (2010, background): “Teleworkers may have inherent communication barriers with their organizations due to temporal and physical distance (Dambrin, 2004; Hinds and Bailey, 2003).”
Conflict Transformation (2008, background): “Understanding the linkages of process conflict with the other conflict types may be especially important given the potent effects that process conflict has been shown to have in teams (e.g., Behfar, Mannix, Peterson, & Trochim, 2008; Greer & Jehn, 2007; Hinds & Bailey, 2003).”
Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions (2005, background): “Though it seems likely that members of virtual teams will often be physically dispersed (Hinds and Bailey 2003), this is not a necessary feature.”
Toward Contextualized Theories of Trust: The Role of Trust in Global Virtual Teams (2004, methodology): “We examined the effect of controlling for cultural values based on each member’s home country using Hofstede’s (1980) uncertainty avoidance and individualism dimensions of culture.”
Offshoring and the global distribution of work: Implications for task interdependence theory and practice (2009, background): “Consequently, interactions at a distance require the establishment of explicit inter-site communication processes for description, representation, specification, and communication of task performance and outcomes (Ciborra & Patriotta, 1996; Hinds & Bailey, 2003 ).”