In the face of intensifying market competition, team collaboration has become pivotal for small and medium-sized enterprises (SMEs) to enhance their core competitiveness. However, due to flat organizational structures, limited resources, and imperfect management mechanisms, frequent interpersonal conflicts within teams severely hinder corporate efficiency. This paper systematically analyzes the main types of interpersonal conflicts in team collaboration (task-based, relationship-based, process-based) and their underlying causes (such as ambiguous authority, poor communication, and cultural gaps) based on the organizational characteristics of SMEs. Targeted core strategies are proposed, including establishing a management system with clear authority and responsibility, strengthening two-way communication mechanisms, fostering an inclusive and collaborative team culture, and implementing dynamic conflict resolution. The study aims to provide SMEs with a systematic and actionable conflict management solution, helping them transform conflicts into drivers of team innovation and achieve high-quality sustainable development.
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Share and Cite
Xia, G. (2025) Research on the Solution of Interpersonal Conflict in Team Collaboration of Small and Medium-sized Enterprises. Hong Kong Financial Bulletin, 1(6), 40-43. https://doi.org/10.71052/hkfb2025/UBXQ4730