A mediation model of task conflict in vertical dyads: Linking organizational culture, subordinate values, and subordinate outcomes

Amy McMillan; Hao Chen; Orlando C. Richard; Shahid N. Bhuian

doi:10.1108/10444061211248994

Login

Welcome:
Guest

Search for:

Browse:

Product Information:

Resources:

International Journal of Conflict Management

ISSN: 1044-4068

Online from: 1990

Subject Area: Management Science/Management Studies

Content: Latest Issue | Latest Issue RSS | Previous Issues

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

A mediation model of task conflict in vertical dyads: Linking organizational culture, subordinate values, and subordinate outcomes

Document Information:
Title:	A mediation model of task conflict in vertical dyads: Linking organizational culture, subordinate values, and subordinate outcomes
Author(s):	Amy McMillan, (College of Business, East Carolina University, Greenville, North Carolina, USA), Hao Chen, (School of Economics and Management, Tsinghua University, Beijing, China), Orlando C. Richard, (School of Management, University of Texas at Dallas, Richardson, Texas, USA), Shahid N. Bhuian, (Management and Marketing Department, Qatar University, Doha, Qatar)
Citation:	Amy McMillan, Hao Chen, Orlando C. Richard, Shahid N. Bhuian, (2012) "A mediation model of task conflict in vertical dyads: Linking organizational culture, subordinate values, and subordinate outcomes", International Journal of Conflict Management, Vol. 23 Iss: 3, pp.307 - 332
Keywords:	Conflict management, Employees behavior, Organizational culture, Role conflict, Subordinate outcomes, Subordinate values, Task conflict
Article type:	Research paper
DOI:	10.1108/10444061211248994 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Abstract:	Purpose – The current study seeks to provide predictions for task conflict in supervisor-subordinate dyads and to test empirically the mediation effects of task conflict between organizational culture/subordinate values and subordinate outcomes. Design/methodology/approach – Structural equation modeling was employed to test the theoretical model. Findings – It was found that task conflict mediates the relationship between a clan culture and intention to quit. Additionally, support was also found for the mediating effect of task conflict on the relationship between individualistic values and intention to quit. Research limitations/implications – More research is needed to take into consideration the variables influencing task conflict in both vertical and horizontal dyadic relationships. A dynamic view of conflict may further contribute to the existing literature. Practical implications – More remedies are needed in organizations to foster positive employees' attitudes and wellbeing through the generation of task conflicts. For example, fostering a clan culture instead of a hierarchy may be vital. Originality/value – The current study demonstrates that organizational culture/subordinate's values may be linked to different subordinate outcomes through task conflict.