Abstract
This paper examines how team conflicts affect initiative climate and team knowledge sharing behavior. The role of team leader’s conflict interventions on the relationship between team conflicts and initiative climate was also explored. Data was collected from 66 project teams in Taiwan. The sample consists of research and development, marketing, and innovative teams that were working on a specific project, including 66 team leaders and 221 members. Hypotheses were tested with hierarchical regression analysis. Results support the relationships between relationship conflict, initiative climate, and team knowledge sharing behavior. In addition, the results showed that initiative climate acted as a full mediator of the relationship between relationship conflict and team knowledge behavior. The results also showed that team leader’s conflict interventions moderate the relationship between relationship conflict and initiative climate. However, the hypothesis of the relationship between task conflict and climate initiative was not supported.