Conflict Management Styles and NSD Project Performance under Different types of Conflict

This study adopts a multilevel research approach drawing from both NSD project managers and participants in order to investigate how project manager’s selection of conflict-handling styles affects participants’ learning and resource allocation efficiency during NSD projects. In particular, the impact of five managerial conflict management styles (integrating, accommodating, compromising, forcing and avoiding) on participants’ learning and resource allocation efficiency is explored. In addition, the moderating effect of task and relationship conflict on the aforementioned effects are assessed.