This study aims to examine the configurational pathways leading to high and low interpersonal workplace conflict (IWC) using Big 4 firms as the research context. Drawing on social exchange theory, it explores how ethical leadership (EL), interactional justice (IJ), psychological safety (PS), team cohesion (TC) and role clarity (RC) interact to shape IWC.
A three-wave time-lagged research design was used, collecting data from 426 employees across Big 4 firms in Chennai, India. The study integrates partial least squares structural equation modelling for measurement validation and fuzzy-set qualitative comparative analysis to identify multiple causal pathways leading to high and low workplace conflict.
The findings reveal that no single factor independently predicts workplace conflict; instead, different configurations of leadership, justice perceptions and team dynamics determine conflict levels. The absence of IJ, EL and PS consistently contributes to high workplace conflict. Conversely, strong TC and RC are essential for maintaining workplace harmony. The results highlight causal asymmetry, indicating that the factors driving conflict are not necessarily the inverse of those mitigating it.
This study advances workplace conflict literature by adopting a configurational approach, demonstrating that IWC is shaped by multiple, interdependent conditions rather than linear cause-and-effect relationships. The findings provide actionable insights for professional service firms, emphasizing tailored conflict management strategies rather than one-size-fits-all solutions.
