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

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.