Group Decis Negot DOI 10.1007/s10726-014-9424-4 The Influence of Top Management Team Conflict on Firm Innovativeness Carmen Camelo-Ordaz · Joaquín García-Cruz · Elena Sousa-Ginel © Springer Science+Business Media Dordrecht 2014 Abstract The aim of this paper is to analyze how the task and relationship conflicts that arise during the decision-making process within top management teams affect firm innovativeness, as well as the moderating role performed by behavioural integra- tion. Specifically, we propose that behavioural integration helps to reduce the negative effects of conflict, reducing the likelihood of task conflict triggering relationship con- flict and reinforcing the benefits of task conflict on firm innovativeness. Using a sample of 64 top management teams of Spanish firms, we find that relationship conflict fully mediates the negative effect of task conflict on firm innovativeness. In addition, behav- ioural integration moderates the direct effect of task conflict on firm innovativeness, making it more constructive. We conclude that high correlations between the dimen- sions of conflict will mask the potential benefits of task conflict, unless appropriate mechanisms to manage conflict exist within the top management team. Keywords Top management team decision-making process · Task conflict · Relationship conflict · Behavioral integration · Firm innovativeness 1 Introduction The literature reveals that conflict is not only inevitable but also necessary in the context of the top management team (TMT), particularly when competing in dynamic contexts in which innovation is a key success factor (De Clercq et al. 2008; Tegarden et al. 2009). C. Camelo-Ordaz University of Cádiz, Glorieta Carlos Cano, s/n, 11002 Cádiz, Spain J. García-Cruz · E. Sousa-Ginel (B) Pablo de Olavide University, Ctra. de Utrera Km. 1, 41013 Seville, Spain e-mail: esougin@upo.es 123