Research on The Moderated Mediation Effects Between Value Heterogeneity and Firm Performance: Conflict as Mediator and Cooperate Style as Moderator
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Abstract
This paper explores the mediating relationship between value heterogeneity, TMT conflict, and firm performance and studies how cooperative conflict management modulates the mediating effect. Value heterogeneity (differences in personal values, beliefs, and perspectives) within the top management team (TMT) can have a beneficial or detrimental impact on company performance, depending on how TMT conflicts arising from this heterogeneity are managed. Specifically, we propose that TMT conflict plays a mediating role in the relationship between value heterogeneity and firm performance, and cooperative conflict processing modulates the indirect effects of value heterogeneity on firm performance through TMT conflict. Through a comprehensive study of value heterogeneity, conflict mediation, and organizational performance, this study provides insights into how firms can leverage TMT's value diversity to improve performance through effective conflict management strategies.