Purpose Using the information exchange perspective, this study aims to investigate the relationships between task conflict and various stages of innovative job performance – idea generation, promotion and realization – and further explore how relationship conflict moderates these relationships in line with the contingency model of conflict. Design/methodology/approach The study’s hypotheses were tested using Hayes’ PROCESS macro (Model 1), with data collected from 503 employees working in both manufacturing and service-sector organizations in Pakistan. Findings Task conflict is positively associated with the initial two stages of innovative job performance – idea generation and idea promotion – while negatively associated with the final stage, idea realization. Furthermore, relationship conflict moderates these links, such that higher levels of relationship conflict weaken the positive relationships between task conflict and both idea generation and idea promotion, while strengthening the negative relationship with idea realization. Originality/value The current study contributes to the existing research on conflict management and innovation by detailing how the interaction between task and relationship conflicts influences various stages of innovative job performance.
Rahman Ullah (Thu,) studied this question.