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

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.

Citation

McMillan, A., Chen, H., Richard, O.C. and Bhuian, S.N. (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 No. 3, pp. 307-332. https://doi.org/10.1108/10444061211248994