Team Performance Management

Purpose – This conceptual paper aims to offer a theoretical contribution that explicates the “blind spot” cultural diversity and reward diversity team conflict contingencies, and personal audit as a mechanism for managing the consequences.

Design/methodology/approach – The paper suggests a framework for analysing and managing diversity (cultural and reward) driven team conflicts. Given the theoretical foundation, personal audit among team members is recommended as a tool for managing the consequences of such conflict factors.

Findings – This paper underlines the team building intervention utility for team effectiveness. It reinforces theoretical foundation that highlights conflict as a determinant of team effectiveness, and reviews two diversity dimensions of team conflicts. Finally, it suggests and explains an “active learning” personal audit model for achieving the conceptualised team effectiveness perspective.

Practical implications – The paper highlights critical but usually overlooked team conflict intricacies in football team management. This framework offers practical relevance in enabling understanding of “attitudes and behaviours” of team members and human resource management in football marketing. Managers would benefit from this perspective and improve team effectiveness, performance and organisation's performance.

Originality/value – The paper offers valuable conceptual insight for development, one that serves the interest of management of football clubs and academia.