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

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    Date
    2012-06-01
    Author
    McMillan, Amy
    Chen, Hao
    Richard, Orlando C.
    Bhuian, Shahid N.
    Metadata
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    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. © Emerald Group Publishing Limited.
    URI
    https://www.scopus.com/inward/record.uri?partnerID=HzOxMe3b&scp=84863448394&origin=inward
    DOI/handle
    http://dx.doi.org/10.1108/10444061211248994
    http://hdl.handle.net/10576/51162
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    • Management & Marketing [‎761‎ items ]

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