Interfunctional Conflict, Conflict Resolution Styles, and New Product Success: A Four-Culture Comparison
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.
Volume (Year): 44 (1998)
Issue (Month): 12-Part-2 (December)
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- Barbara Dyer & X Michael Song, 1997. "The Impact of Strategy on Conflict: A Cross- National Comparative Study of U.S. and Japanese firms," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 28(3), pages 467-493, September.
- Abbie Griffin & John R. Hauser, 1992. "Patterns of Communication Among Marketing, Engineering and Manufacturing---A Comparison Between Two New Product Teams," Management Science, INFORMS, vol. 38(3), pages 360-373, March.
- Yair Aharoni & Richard M. Burton, 1994. "Is Management Science International: In Search of Universal Rules," Management Science, INFORMS, vol. 40(1), pages 1-3, January.
- Geert Hofstede, 1994. "Management Scientists Are Human," Management Science, INFORMS, vol. 40(1), pages 4-13, January.
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