Conflict Prevention in Collaboration within Hybrid and Intercultural Teams in German Companies

Abstract

In an era of increasing globalization and digitalization, hybrid and intercultural teams have become a key structural element in German companies pursuing nearshoring and offshoring strategies. However, these teams are particularly vulnerable to conflict due to cultural differences, communication barriers, and divergent working styles. This paper explores preventive conflict management strategies designed to address these challenges before escalation occurs. Drawing on established theories such as Glasl’s conflict escalation model and the Dual Concern Model, the study outlines practical approaches including intercultural training, role sensitization, and team composition techniques like the “N minus 1” staffing strategy. By integrating current empirical research and conceptual frameworks, the paper identifies actionable recommendations for managing conflict in hybrid and intercultural team settings. These include promoting open communication, aligning cultural expectations, and fostering trust and cohesion through shared experiences. The findings underscore the importance of proactive, culturally sensitive leadership and structured coordination mechanisms. Ultimately, the study argues that organizations capable of leveraging cultural diversity not only mitigate conflict but also enhance innovation, efficiency, and long-term viability of global collaboration models. The insights provided offer valuable guidance for managers and HR professionals seeking to optimize team performance in complex intercultural environments.