Abstract:
The increasing reliance on virtual work in the Information Technology (IT) sector has transformed the nature of team collaboration, often giving rise to unique forms of conflict. This study investigated how IT virtual team members navigate conflicts in remote work environments. Guided by Robbins' (1994) Four-Stage Conflict Process Model and employing a phenomenological qualitative approach, the research explored the sources, perceptions, conflict management strategies, and outcomes of conflict management from the perspective of IT professionals. Using Moustakas' data analysis method and semi-structured interviews, the study revealed that network instability, lack of nonverbal communication, ambiguity in task coordination, and culturally influenced communication breakdown are common sources of conflict. Conflicts are generally perceived as opportunities for growth and increased engagement. Furthermore, by fostering open communication in online meetings and minimizing virtual work disruptions through backup connectivity and informal communication, teams can transform conflicts into opportunities for learning and development. These insights contribute to the advancement of more effective conflict management practices within digital workspaces.
