TMT Conflict and Innovative Performance: The Moderating Role of Socialization Capabilities and Decision-Making Decentralization

• Jorge Del Rio-Cortina ^[1] ; Jaider Vega-Jurado ^[2] ; Javier Prieto-Florez ^[1]
  1. [1] Universidad Tecnológica de Bolívar

     Universidad Tecnológica de Bolívar

     Colombia

     
  2. [2] Universidad del Norte

     Universidad del Norte

     Colombia

     
• Localización: RBGN: Revista Brasileira de Gestão de Negócios, ISSN 1806-4892, Vol. 28, Nº. 1, 2026, págs. 1-17
• Idioma: inglés
• DOI: 10.7819/rbgn.v28i1.4332
• Enlaces
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• Resumen

  • Purpose – This study aims to analyze the influence of conflict within the top management team (TMT) on innovative performance. It considers the moderating roles of socialization capabilities and decentralized decision-making and addresses a theoretical and empirical gap in the literature.

    Theoretical framework – This study examines the relationship between conflict within the management team and innovative performance. It differentiates between task and relationship conflict and explores the moderating role of socialization capabilities and decentralization.

    Design/methodology/approach – A quantitative approach was adopted to estimate three theoretical models that allow for the evaluation of relationships between conflict in the TMT and innovation. These models are based on data collected from organizations in various sectors.

    Findings – The results show that task conflict positively affects innovative performance, while relationship conflict negatively impacts it.

    Practical & social implications of research – To strengthen TMT leadership, it is recommended that programs be implemented to improve interpersonal skills and foster trust and communication. Additionally, adopting decentralized structures that facilitate innovation is advised.

    Originality/value – This study provides a novel approach by analyzing the interaction between internal TMT factors and organizational structural factors