Purpose -The purpose of this paper is to investigate the relationships among emotional intelligence (EI), conflict management styles (CMSs) and job performance at selected local governments in Indonesia. Specifically, the antecedent of CMSs was investigated. Design/methodology/approach -A total of 300 government employees from two local districts and one province in Indonesia were asked to complete the questionnaire. The final sample consisted of 228 respondents. The multiple hierarchical regression was used to test the developed hypotheses. Findings -The findings indicate that EI was an antecedent of conflict management styles for integrating and compromising styles. Moreover, they illustrate the direct effects of integrating style on job performance. This study also confirms that integrating style partially mediates the relationship between EI and job performance. Finally, the results demonstrate that EI within public organizations has an impact on job performance similar to that of EI within private organizations. Originality/value -Previous studies were less focused on the antecedents of conflict management styles on job performance. Further, the effects of two conflict management styles on EI and job performance had previously lacked attention. The paper verifies that EI within public sectors can provide beneficial results as discovered in private organizations.

The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict-team performance relationship. Specifically, the relationship is curvilinear in the shape of an inverted U when relationship conflict is low, but the relationship is linear and negative when relationship conflict is high. The results for team-member satisfaction are more equivocal, but the findings provide some evidence that relationship conflict exacerbates the negative relationship between task conflict and team-member satisfaction.

Purpose -This study aims to investigate the negative impacts of innovative work behavior (IWB) on conflict with coworkers and turnover intention. It also aims to test the moderating effect of perceived distributive fairness on these relationships. Design/methodology/approach -A total of 460 employees who were working in production and marketing teams at manufacturing and pharmaceutical companies in Indonesia were asked to complete the questionnaire. The final sample consisted of 135 sets of paired data of supervisor and subordinate. The multiple hierarchical regressions were used to test the developed hypotheses. Findings -Findings of this study indicated that innovative work behavior had a positive and significant relationship with conflict with coworkers and turnover intention respectively. Moreover, the findings also found that perceived distributive fairness negatively moderated the relationship between IWB and both conflict with coworkers and turnover intention.Research limitations/implications -The study involved relatively a small sample selected from employees who were working in production and marketing teams in manufacturing and pharmaceutical companies in Indonesia. Future research should consider extending the sample to other industries and locations to test the arguments as well as exploring other contextual variables to buffer the negative impacts of IWB on conflict with coworkers and turnover intention Originality/value -Scholars and practitioners alike agree that IWB helps organizations to gain and sustain competitive advantage. However, IWB may also create problems for organizations and employees that previous studies have left unexplored. This study examines such negative impacts, along with how to alleviate them.

No abstract

PurposeThis study aims to investigate the mechanism that transforms middle manager capabilities (MMCs) into organisational performance (OP). This study proposes that organisational capacity for change (OCC) might mediate the relationship between MMCs and OP.Design/methodology/approachThe proposed hypotheses were tested using data derived from a survey distributed to 89 heads of department of 34 subjects from the 11 top universities in Indonesia.FindingsThe findings indicate that MMCs positively influence OCC and OP and that OCC positively influences the OP. Furthermore, the authors found that OCC mediates the positive effect of MMCs on OP.Originality/valueThe authors empirically investigated the hypothesis that MMCs, in the context of higher education, play a crucial role in determining OCC and OP. Furthermore, the capacity of organisations to adapt to the changing environment mediates the capabilities of the middle managers in relation to OP. In addition, the authors empirically investigated OCC in three dimensions (learning, process and context) that were previously only proposed and discussed conceptually.