How leaders can prevent conflicts in international joint venture teams: a team faultline approach

Martijn Van der Kamp, Brian V. Tjemkes

Research output: Contribution to conferenceAbstractpeer-review


International Joint Venture teams are often torn apart by factional faultlines – the cultural and organizational demarcation between delegates from partner organizations. We challenge the assumption of previous studies that factional faultlines come with distrust and competition between factions and therefore lead to conflicts. We explore how leaders can deal with factional faultlines to prevent team conflicts in IJV teams. We investigate three IJV team cases in the energy industry, representing six organizations, across four different countries. Results indicate that factional faultlines are perceived, but only lead to team conflicts when subgroups are perceived. Moreover, team leaders can influence the teams task and relationships to bridge the gap between subgroups and prevent task and relationship conflicts. Additionally, team leaders can initiate process measures to prevent process conflicts between subgroups. Based on these findings we develop a factional faultline model for IJV teams.
Original languageEnglish
Number of pages1
Publication statusPublished - 2014
EventAnnual Meeting of the Academy of Management 2014 - Philadelphia, United States of America
Duration: 1 Aug 20145 Aug 2014
Conference number: 74th


ConferenceAnnual Meeting of the Academy of Management 2014
Abbreviated titleAoM 2014
Country/TerritoryUnited States of America
OtherWith more than 18,000 members from over 110 nations, the Academy’s vision is to inspire and enable a better world through our scholarship and teaching about management and organizations. Supporting this vision is our mission, which is to build a vibrant and supportive community of scholars by markedly expanding opportunities to connect and explore ideas.
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