Task conflicts among group members have a significant impact on team creativity, so it is critical to identify which conflict resolution styles should be used. This paper aims to examine how various conflict management styles influence team creativity via task conflict. The empirical research was conducted using the Structural Equation Model (SEM) for a sample of 257 employees working for Vietnamese organizations. The results show that dominating style increases task conflict while combining and obliging styles reduce it. To take advantage of the creativity-related benefits associated with task conflict, team leaders should develop an open atmosphere that encourages participants' integrating styles, rather than dominating styles. The negative influence of obliging style reflects Vietnamese culture's high collectivism. The study provides various approaches for task conflict management and also highlights the role of controlling task conflicts in enhancing team innovation. It implies that employees will be able to work better as a team in practice if conflict management strategies are used in a flexible manner. It helps them to build a good connection and successfully implement new ideas. Further research should extend the conclusion of this analysis in various contexts to generalize the findings. Doi: 10.28991/esj-2021-01303 Full Text: PDF

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In organizational practices, job crafting has emerged as a crucial professional activity that can create significantly improved workplace outcomes. This research aims to investigate how job crafting transmits the influence of organizational support and autonomy on work engagement. The empirical study was conducted by applying PLS-SEM to a sample of 255 service employees in Vietnamese retail companies. Especially in the context of emerging markets, there hasn't been much study on how service employees' job crafting improves their job engagement. The findings show that organizational support and autonomy are favorably associated with three dimensions of job crafting. Furthermore, job crafting promotes work engagement. Our findings imply that managers’ open interactions and empowerment may generate positive job crafting, hence increasing employee engagement with work and organizations.