Conflict and Conflict Management in Innovation Processes

Abstract

This study examines conflict management in innovation processes in combination with variables of innovation success in the field of Life Sciences. In a survey, 152 basic and applied researchers were asked about their conflict management style. Thereby a multi-method approach incorporating both survey and qualitative methods was used in order to test the model and to examine the impact of both conflict type and conflict management style on innovation. Conflict management styles were compared in terms of aspects of innovation performance. As a new aspect of conflict research, as well as the participant's self-assessment of their own conflict management style we also measured their perception of the style of their conflict opponent. The results indicate that different conflict management styles are used in different stages and organizations of the innovation process. In contrast to findings in the literature, the problem-solving conflict management style was not always the most successful one. Rather a combination of problem solving and dominance provides stronger support for several aspects in innovation process. The findings have important practical implications for conflict management training and help managers and researchers strengthen their relationship and improve their productivity.