Antecedents of relationship conflict in top management teams

Purpose - The aim of this paper is to analyze the influence of two categories of conflict antecedents - input and behavior antecedents - on the level of relationship conflict (RC) in top management teams (TMTs). The authors apply a process view to conflict, and consider that the effect of the input antecedents on RC may be mediated by a behavioral antecedent: behavioral integration. Design/methodology/approach - Using a survey instrument, multi-informant data were collected from 64 TMTs. An aggregation and measurement analysis was performed. To test the hypotheses of mediation, bootstrapping procedures were used. Findings - The results show that the effects of team tenure, intragroup trust and value consensus on relationship conflict are mediated by behavioral integration. However, TMT size does not affect relationship conflict - either directly or indirectly - through behavioral integration. Research limitations/implications - It is concluded that encouraging intragroup trust and value consensus among TMT members facilitates the integrated behavior of the team. This behavioral integration may allow conflict to be constructive. Therefore, firms should make an effort to encourage this psychological context. Originality/value - Previous research about the antecedents of RC in the field of TMTs is inconclusive. Additionally, a new approach to conflict antecedents is considered, to establish a direct and independent relationship between different categories of antecedents and TMT conflict. A relationship of interdependence is considered between different types of antecedents and their effects on RC.