Status conflict as a double-edged sword: exploring its divergent effects on team innovation performance

Purpose Drawing on social information processing theory, this study examines the double-edged effects of team status conflict on team innovation performance by investigating the motivational and behavioral pathways through which these divergent effects emerge and the boundary role of team status stability. Design/methodology/approach This paper utilizes a two-wave, multi-source survey design, with ratings provided by 376 team members and 92 team leaders, to test the proposed moderated serial mediation model. Findings Team status conflict is associated with team innovation performance through two opposing pathways: positively via team prestige status-striving motivation and knowledge sharing, and negatively via team dominance status-striving motivation and knowledge hiding. Team status stability weakens the link between status conflict and prestige status-striving motivation but strengthens its link with dominance status-striving motivation. Originality/value This study moves beyond the predominantly dysfunctional view of team status conflict by revealing two distinct motivational and behavioral pathways through which it can differentially shape team innovation performance. By identifying team status stability as a structural boundary condition, the study further provides a context-sensitive account of how teams respond to contested status relations.