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

Amy McMillan, Hao Chen, Orlando C. Richard, Shahid N. Bhuian

Research output: Contribution to journalArticle

10 Citations (Scopus)


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.

Original languageEnglish
Pages (from-to)307-332
Number of pages26
JournalInternational Journal of Conflict Management
Issue number3
Publication statusPublished - Jun 2012



  • Conflict management
  • Employees behavior
  • Organizational culture
  • Role conflict
  • Subordinate outcomes
  • Subordinate values
  • Task conflict

ASJC Scopus subject areas

  • Communication
  • Strategy and Management
  • Management of Technology and Innovation

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