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The aim of this paper is to examine the influence of group composition in cultural values on conflict management styles in groups.

A field study using data from 125 groups was conducted.

The results show that in groups where members feel they are equal and connected (horizontal collectivism) cooperation is better, and contending and avoiding conflict management styles are used less. When people view themselves as unequal and independent (vertical individualism (VI)) the avoiding style of conflict management is more frequently used. Within‐group similarity (low variety) in VI leads to more cooperation and less avoidant conflict management strategies as well as less third party interventions. High group variety in views of being unequal, but interconnected (vertical collectivism), as well as in the views of being equal but independent (horizontal individualism), leads to more cooperative conflict resolution strategy.

The results show that small and consistent within‐group differences in cultural values are beneficial (with the exception of VI) for cooperative strategies. By showing that group compositional configurations in cultural values (vertical/horizontal individualism and collectivism) impact on conflict management strategies, the study has important implications for team design.

The paper extends current research by conceptualizing cultural values (it considers the horizontal vs vertical orientation in individualism‐collectivism) as configural group properties and by testing the impact of specific team configurations in cultural values on conflict management strategies.

The paper aims to introduce the papers in this special issue which highlight the importance of cooperation in organizations, and outline future research directions.

Conceptual approaches to cooperation in organizations are described and a brief outline is given to each paper in the special issue.

This special issue brings together studies that enhance our theoretical understanding of cooperation, addressing core issues related to the role of cultural differences, virtual communication, team processes, leader behavior, and the impact of norms on cooperation.

Factors that facilitate or hinder cooperation in organizations are highlighted, and suggestions on how to deal with those issues in practice are provided. The papers facilitate understanding of the role of cultural differences, communication, team processes, and leader behavior on cooperation in organizations.

The paper provides an introduction to the special issue.