Keywords
innovative performance
socialization capabilities
decision-making
How to Cite
Abstract
Purpose – This study aims to analyze the influence of conflict within the top management team (TMT) on innovative performance. It considers the moderating
roles of socialization capabilities and decentralized decision-making and addresses a theoretical and empirical gap in the literature.
Theoretical framework – This study examines the relationship between conflict within the management team and innovative performance. It differentiates between task and relationship conflict and explores the moderating role of socialization capabilities and decentralization.
Design/methodology/approach – A quantitative approach was adopted to estimate three theoretical models that allow for the evaluation of relationships between conflict in the TMT and innovation. These models are based on data collected from organizations in various sectors.
Findings – The results show that task conflict positively affects innovative performance, while relationship conflict negatively impacts it.
Practical & social implications of research – To strengthen TMT leadership, it is recommended that programs be implemented to improve interpersonal skills and foster trust and communication. Additionally, adopting decentralized structures that facilitate innovation is advised.
Originality/value – This study provides a novel approach by analyzing the interaction between internal TMT factors and organizational structural factors.
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