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

Author

Listed:
  • 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)

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.

Suggested Citation

  • Jinhong Xie & X. Michael Song & Anne Stringfellow, 1998. "Interfunctional Conflict, Conflict Resolution Styles, and New Product Success: A Four-Culture Comparison," Management Science, INFORMS, vol. 44(12-Part-2), pages 192-206, December.
    • Handle: RePEc:inm:ormnsc:v:44:y:1998:i:12-part-2:p:s192-s206
    DOI: 10.1287/mnsc.44.12.S192
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    References listed on IDEAS

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