2014
DOI: 10.1007/s10726-014-9424-4
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The Influence of Top Management Team Conflict on Firm Innovativeness

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Cited by 20 publications
(19 citation statements)
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“…This study also provides evidence of an inverted curvilinear relationship between TMT cognitive conflict and firm innovativeness. In line with previous studies that have put forward a positive relationship between these variables (Amason, 1996; Camelo-Ordaz et al , 2015), we found that TMT cognitive conflict can enhance the ability of the firm to bring about innovations. However, we also found that, past a certain point, increasing differences in TMT members’ points of view, ideas and opinions dampens firm innovativeness.…”
Section: Discussionsupporting
confidence: 92%
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“…This study also provides evidence of an inverted curvilinear relationship between TMT cognitive conflict and firm innovativeness. In line with previous studies that have put forward a positive relationship between these variables (Amason, 1996; Camelo-Ordaz et al , 2015), we found that TMT cognitive conflict can enhance the ability of the firm to bring about innovations. However, we also found that, past a certain point, increasing differences in TMT members’ points of view, ideas and opinions dampens firm innovativeness.…”
Section: Discussionsupporting
confidence: 92%
“…As part of the research, a survey was conducted with one respondent within the TMT of each organization. This is in line with previous research on TMTs (Parayitam et al , 2012; Janssen et al , 1999; Miller et al , 1998; Li and Li, 2009; Camelo-Ordaz et al , 2015) that contends that data from single respondents adequately represents the teams. It also builds on the assumption that respondents can accurately perceive themselves, others and their relationships with others, and that respondents do not have underlying motivations that would distort their responses (Parayitam et al , 2012).…”
Section: Methodssupporting
confidence: 90%
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“…Conversely, if members of a team are highly homogeneous in their backgrounds, then most members have overlapping knowledge bases, and they may have fewer task conflicts since they do not provoke opposing views (Li et al 2016). Task conflict can not only help teams collide to produce creative and more effective insights, and integrate these diverse insights into creative and high-quality decisions, thus helping teams achieve both exploratory and exploitative innovation (Camelo-Ordaz et al 2015;Martin et al 2019). It can also prevent premature consensus and stimulate more critical thinking (De Dreu 2006), which will promote ambidextrous innovation.…”
Section: Mediating Role Of Task Conflictmentioning
confidence: 99%