Investigating the mechanism linking task conflict with employees’ innovative work behavior

Abstract

Purpose The effect of task conflict on innovative work behavior has yielded inconsistent results pointing to the need to examine the conditions under which task conflict is helpful for employees’ innovative work behavior. This study aims to develop a comprehensive model linking task conflict and innovative work behavior through constructive conflict, positive conflict value, cognitive flexibility and psychological safety. Design/methodology/approach Data were collected from 316 supervisor–subordinate dyads working in software development and high-technology companies located in Saudi Arabia. The research model was tested using partial least squares approach. Findings Results show that constructive conflict mediates the relationship between task conflict and innovative work behavior. Moreover, positive conflict value and cognitive flexibility mediate the effect of constructive conflict on innovative work behavior. Finally, psychological safety positively moderates the effect of positive conflict value and cognitive flexibility on innovative work behavior. Originality/value This study suggests that constructive conflict, cognitive flexibility, positive conflict value and psychological safety are important mechanisms that explain the link between task conflict and innovative work behavior.

Conflict during the day keeps you unbalanced at night: a daily investigation of work task conflict, coworker support and work-family balance

“…This finding expands our understanding of work task conflict. Although work task conflict is viewed as a beneficial conflict that stimulates team performance and creativity (Al-Ghazali and Afsar, 2021; Wu et al , 2020) when it comes to well-being consequences, work task conflict is associated with lower work-family balance. The result is also in line with JD-R theory and COR theory suggesting that work task conflict is a job demand that taxes employees’ resources for better managing their work and family lives.…”

“…Extant research consistently shows the destructive influences of work relationship conflict on performance and well-being (de Wit et al , 2012; Kozusznik et al , 2020), but the findings for work task conflict vary and are not consistent. There is substantial evidence showing that work task conflict positively relates to performance (Wu et al , 2020), idea sharing (Todorova et al , 2020), creativity (Li et al , 2018) and innovative behavior (Al-Ghazali and Afsar, 2021). However, the findings have been lacking as well as mixed regarding the role of work task conflict in employees’ well-being (Spector and Bruk-Lee, 2008).…”

Innovative work behaviour: the what, where, who, how and when

“…IWB refers to a set of behavioural tasks that help employees develop, promote and implement new and innovative ideas (Al-Ghazali and Afsar, 2021; Bilal et al. , 2019; Zhang and Yang, 2021).…”

Taking a conflict perspective to explain an employee’s creativity

“…The individual employee is concerned about the teammates’ interests and shows respect and comprehension for their different positions. An open-minded environment is created (Al-Ghazali and Afsar, 2021; Hempel et al , 2009), enabling effective cooperation with teammates during a task conflict and creating an environment that supports creativity and innovation (Gelfand et al , 2012). The involved employee also relies on teammates and feels accepted (Tjosvold, 1998), facilitating the sharing and discussion of different ideas, perspectives and viewpoints that become evident in task conflict with teammates.…”

“…Our approach is in line with meta-analyses about conflict effects (De Wit et al , 2012; O'Neill et al , 2013) that have shown that it is important to consider moderators that explain when task conflict has beneficial versus dysfunctional effects. According to conflict management scholars, it is not enough to describe the type or degree of conflict; the management of the conflict is decisive to benefit from the potential of conflict in terms of exchanging information and knowledge (Adamovic, 2021; Al-Ghazali and Afsar, 2021). Tjosvold (1998) as well as most prior research distinguishes between two conflict management styles: cooperative conflict management; and competitive conflict management …”