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Conflict, leadership, and market orientation

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  • Menguc, Bulent
  • Auh, Seigyoung

Abstract

While conflict is generally viewed as something to avoid, some conflicts benefit organizations. Against this backdrop, this article explores how a particular type of leadership (i.e., transformational) affects (a) the two dimensions of interfunctional conflict (i.e., task and relational), (b) market orientation and performance, and (c) the task/relational conflict–market orientation and performance relationships that allow for nonlinear effects. Data collected from CEOs and marketing managers show that the relationship among task/relational conflict, transformational leadership, market orientation, and performance is more complex than previously thought. The authors discuss the relevance of nonlinear effects in the context of how firms might improve their market orientation and performance.

Suggested Citation

  • Menguc, Bulent & Auh, Seigyoung, 2008. "Conflict, leadership, and market orientation," International Journal of Research in Marketing, Elsevier, vol. 25(1), pages 34-45.
    • Handle: RePEc:eee:ijrema:v:25:y:2008:i:1:p:34-45
    DOI: 10.1016/j.ijresmar.2007.08.001
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    References listed on IDEAS

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    1. Armstrong, J. Scott & Overton, Terry S., 1977. "Estimating Nonresponse Bias in Mail Surveys," MPRA Paper 81694, University Library of Munich, Germany.
    2. Frambach, R.T. & Prabhu, J.C. & Verhallen, T.M.M., 2003. "The influence of business strategy on new product activity : The role of market orientation," Other publications TiSEM 64c2e300-9f26-4178-ba34-2, Tilburg University, School of Economics and Management.
    3. Herbert C. Kelman, 1958. "Compliance, identification, and internalization three processes of attitude change," Journal of Conflict Resolution, Peace Science Society (International), vol. 2(1), pages 51-60, March.
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    Cited by:

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    2. Kraus, Florian & Haumann, Till & Ahearne, Michael & Wieseke, Jan, 2015. "When Sales Managers and Salespeople Disagree in the Appreciation for Their Firm: The Phenomenon of Organizational Identification Tension," Journal of Retailing, Elsevier, vol. 91(3), pages 486-515.
    3. Fethi Calisir & Cigdem Altin Gumussoy & Ecem Basak & Gozde Gurel, 2016. "Effect of Organizational Learning, Transformational Leadership, and Market Orientation on Firm Performance," International Journal of Innovation and Technology Management (IJITM), World Scientific Publishing Co. Pte. Ltd., vol. 13(03), pages 1-22, June.
    4. Zuzana Hübnerová & Eva Tomášková & Josef Bednář, 2020. "Identification of Interfunctional Coordination Items Important for Business Performance of SMEs," Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, Mendel University Press, vol. 68(1), pages 169-179.
    5. Wang, Liwen & Jin, Jason Lu & Zhou, Kevin Zheng & Li, Caroline Bingxin & Yin, Eden, 2020. "Does customer participation hurt new product development performance? Customer role, product newness, and conflict," Journal of Business Research, Elsevier, vol. 109(C), pages 246-259.
    6. Engelen, Andreas & Schmidt, Susanne & Strenger, Lis & Brettel, Malte, 2014. "Top Management's Transformational Leader Behaviors and Innovation Orientation: A Cross-Cultural Perspective in Eight Countries," Journal of International Management, Elsevier, vol. 20(2), pages 124-136.
    7. Schneider, Markus & Engelen, Andreas, 2015. "Enemy or friend? The cultural impact of cross-functional behavior on the EO–performance link," Journal of World Business, Elsevier, vol. 50(3), pages 439-453.
    8. Izaskun AGIRRE & Pedro REINARES & Amaia AGIRRE, 2014. "Antecedents To Market Orientation In The Worker Cooperative Organization: The Mondragon Group," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 85(3), pages 387-408, September.
    9. Niek Hensen & Debbie I. Keeling & Ko Ruyter & Martin Wetzels & Ad Jong, 2016. "Making SENS: exploring the antecedents and impact of store environmental stewardship climate," Journal of the Academy of Marketing Science, Springer, vol. 44(4), pages 497-515, July.

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