Abstract
This study is to examine Top Management Teams’ (TMTs) behaviour in the conflict escalation and conflict transition processes. It firstly examines the interplay between existing conflicts (i.e., task conflicts and relationship conflicts) and faultlines. The findings answer the question regarding under which conditions task conflicts and relationship conflicts may result in faultlines in TMTs. By creating a typology of triggers that activate faultlines and lead team members to polarise in TMTs, this study then identifies what the specific situations are in which faultlines are involved and how senior managers polarise based on their different interests and purposes.
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