Why do employees resist teams? Examining the "resistance barrier" to work team effectiveness

Conflict and resistance on the part of employees assigned to teams have acc ompanied the recent increase in the use of work teams in organizations. Pre vious empirical research identified several sources of employee resistance including violations of fairness, increased workload concerns, uncertain ma nager support, unclear role definitions, and lack of team member social sup port From a literature review we identified additional sources of employee resistance including trust, cultural values, and low tolerance for change. Empirically, we conducted a content analysis of 1,060 open-ended comments o f employees bl two Fortune 50 organizations who were newly assigned to self -managing work teams (SMWTs). The results suggest that employees' concerns did reflect issues of trust and low tolerance for change, but not cultural values. We discuss the implications of our findings for conflict management scholars as well as managers who are charged with handling increased confl ict due to employee resistance to teams.