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Interfunctional Conflict, Conflict Resolution Styles, and New Product Success: A Four-Culture Comparison

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Author Info

  • Jinhong Xie

    (Department of Marketing, Warrington College of Business Administration, University of Florida, Gainesville, Florida 32611)

  • X. Michael Song

    (The Eli Broad Graduate School of Management, Michigan State University, N334 North Business Complex, East Lansing, Michigan 48824-1122)

  • Anne Stringfellow

    (Thunderbird, The American Graduate School of International Management, Glendale, Arizona 85306)

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    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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    File URL: http://dx.doi.org/10.1287/mnsc.44.12.S192
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    Bibliographic Info

    Article provided by INFORMS in its journal Management Science.

    Volume (Year): 44 (1998)
    Issue (Month): 12-Part-2 (December)
    Pages: S192-S206

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    Handle: RePEc:inm:ormnsc:v:44:y:1998:i:12-part-2:p:s192-s206

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    Related research

    Keywords: New Product Development; Conflict Management; Cross-function Integration; Cross-cultural Study;

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    Cited by:
    1. Fosfuri, Andrea & Rønde, Thomas, 2009. "Leveraging resistance to change and the skunk works model of innovation," Journal of Economic Behavior & Organization, Elsevier, vol. 72(1), pages 274-289, October.
    2. Cuijpers, Maarten & Guenter, Hannes & Hussinger, Katrin, 2011. "Costs and benefits of inter-departmental innovation collaboration," ZEW Discussion Papers 11-003, ZEW - Zentrum für Europäische Wirtschaftsforschung / Center for European Economic Research.
    3. Engelen, Andreas, 2010. "Entrepreneurial orientation as a function of national cultural variations in two countries," Journal of International Management, Elsevier, vol. 16(4), pages 354-368, December.
    4. White, George O. & Hadjimarcou, John & Fainshmidt, Stav & Posthuma, Richard A., 2013. "MNE home country cultural norms and conflict strategy fit in transnational business contract disputes," International Business Review, Elsevier, vol. 22(3), pages 554-567.
    5. Ehie, Ike C., 2010. "The impact of conflict on manufacturing decisions and company performance," International Journal of Production Economics, Elsevier, vol. 126(2), pages 145-157, August.

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