Abstract

This study explores the interactions between task, process and affective conflict in entrepreneurial teams of venture-backed firms. Our results show that task conflict is positively related to affective conflict and that this relationship is partially mediated by process conflict. Furthermore, we find that team size moderates the relationship between task and process conflict. Our results provide a potential explanation for the previously reported inconsistent results on the outcomes of different types of conflict and suggests that especially nascent entrepreneurs with small management teams should be wary of all types of conflict – also those labeled as “functional” by the prior literature.

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