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When good conflict gets better and bad conflict becomes worse : the role of social capital in the conflict-innovation relationship


Reference:

de Clercq, D., Thongpapanl, N. and Dimov, D., 2009. When good conflict gets better and bad conflict becomes worse : the role of social capital in the conflict-innovation relationship. Journal of the Academy of Marketing Science, 37 (3), pp. 283-297.

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    Official URL:

    http://dx.doi.org/10.1007/s11747-008-0122-0

    Abstract

    This research investigates the moderating effect of social capital on the conflict-innovation relationship and poses the argument that social interaction amplifies the beneficial effect of task conflict and the harmful effect of relationship conflict, whereas trust suppresses these effects. Analyses of a sample of 232 Canadian-based firms demonstrate that at higher levels of social interaction, the positive relationship between task conflict and innovation is stronger, and so is the negative relationship between relationship conflict and innovation. Furthermore, at higher levels of trust, the positive relationship between task conflict and innovation weakens. This study adds to the emerging contingency perspective pertaining to the study of conflict and provides a more nuanced view of the beneficial role of intra-organizational social capital for innovation.

    Details

    Item Type Articles
    Creatorsde Clercq, D., Thongpapanl, N. and Dimov, D.
    DOI10.1007/s11747-008-0122-0
    DepartmentsSchool of Management
    Publisher StatementDimov_J_Academy_Marketing_Science_2009_37_3_283.pdf: The original publication is available at www.springerlink.com
    RefereedYes
    StatusPublished
    ID Code32470

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