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When Too Little or Too Much Hurts: Evidence for a Curvilinear Relationship Between Task Conflict and Innovation in Teams

Carsten K. W. De Dreu

Department of Psychology, University of Amsterdam, Roetersstraat 15, 1018 WB Amsterdam, the Netherlands, c.k.w.dedreu{at}uva.nl

Past work leaves open whether conflict helps or hinders team innovation. Reconciling this inconsistency, Study 1 showed that work teams were more innovative when the level of task conflict was moderate instead of low or high. Study 2 showed that this curvilinear effect exists for task conflict, but not for relationship conflict, and that the effects of task conflict are mediated by collaborative problem solving. Study 2 also showed that although moderate levels of task conflict may promote team innovation, it simultaneously reduces short-term goal attainment in teams. Implications for conflict (management) theory and work on innovation are discussed.

Key Words: groups • teams • conflict • innovation • cooperation

Journal of Management, Vol. 32, No. 1, 83-107 (2006)
DOI: 10.1177/0149206305277795
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