Interfunctional conflict, conflict resolution styles, and new product success: A four-culture comparison

Interfunctional conflict, conflict resolution styles, and new product success: A four-culture comparison

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Article ID: iaor2000645
Country: United States
Volume: 44
Issue: 12, Part 2
Publication Date: Dec 1998
Journal: Management Science
Authors: , ,
Keywords: management, behaviour
Abstract:

This paper develops a model relating innovation success to the level of interfunctional conflict and conflict resolution methods. The model suggests a concave relationship between performance and the level of interfunctional conflict among marketing, R&D, and manufacturing. It also conjectures that both national culture and the level of interfunctional conflict influence the effectiveness of different conflict resolution methods. An empirical test of the proposed framework involves a survey of 968 marketing managers from Japan, Hong Kong, the United States, and Great Britain. The results provide general support for the model's predictions and reveal several significant cross-national differences.

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