The Influence of Top Management Team Conflict on Firm Innovativeness

Carmen Camelo-Ordaz, Joaquín García-Cruz and Elena Sousa-Ginel ()
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Carmen Camelo-Ordaz: University of Cádiz
Joaquín García-Cruz: Pablo de Olavide University
Elena Sousa-Ginel: Pablo de Olavide University

Group Decision and Negotiation, 2015, vol. 24, issue 6, No 2, 957-980

Abstract: Abstract The aim of this paper is to analyze how the task and relationship conflicts that arise during the decision-making process within top management teams affect firm innovativeness, as well as the moderating role performed by behavioural integration. Specifically, we propose that behavioural integration helps to reduce the negative effects of conflict, reducing the likelihood of task conflict triggering relationship conflict and reinforcing the benefits of task conflict on firm innovativeness. Using a sample of 64 top management teams of Spanish firms, we find that relationship conflict fully mediates the negative effect of task conflict on firm innovativeness. In addition, behavioural integration moderates the direct effect of task conflict on firm innovativeness, making it more constructive. We conclude that high correlations between the dimensions of conflict will mask the potential benefits of task conflict, unless appropriate mechanisms to manage conflict exist within the top management team.

Keywords: Top management team decision-making process; Task conflict; Relationship conflict; Behavioral integration; Firm innovativeness (search for similar items in EconPapers)
Date: 2015
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Citations: View citations in EconPapers (3)

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DOI: 10.1007/s10726-014-9424-4

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