A moderated mediation model of intragroup conflict

Abstract

PurposeTeamwork is important for firms’ innovation and effectiveness, but often within-team conflicts arise. Prior literature reported inconsistent associations between conflict and team outcomes. This study aims to clarify these relationships and examine if team reflexivity improves outcomes and weakens intragroup conflict tendencies.Design/methodology/approachData were collected through a survey questionnaire of 288 team members working on projects at 41 different high-tech firms in Jordan. The authors then built a model of intragroup conflict effects and used structural equation modeling to test for both direct and indirect effects.FindingsIndirect effects of intragroup conflict were significantly associated with teamwork quality. Teamwork quality was also significantly related to improved team outcomes, and team reflexivity moderated this relationship. Furthermore, it was found that the direct effect of intragroup conflict was not significantly related to either teamwork quality or effectiveness. Finally, results supported the idea that some conflict is required for teams to remain viable, self-critical and innovative.Research limitations/implicationsThis is a cross-sectional study conducted in a single country and business industry, which limits the generalizability of results.Practical implicationsTeam leaders should use reflexivity to create a sense of openness for collaborative interaction to improve group performance and member satisfaction.Originality/valueThis study provides a verified model to determine the circumstances in which conflict benefits team innovation and effectiveness. A central study contribution is that reflexivity reduces the negative impact of intragroup conflict.