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The Impact Of Top Management Team Conflict On New Product Development: A Cross-Cultural Perspective

Author

Listed:
  • TSUN-JUI HSIEH

    (Department of International Business, Providence University, Taiwan)

  • HSIEN-JUI CHUNG

    (Department of Business Administration, National Chung Cheng University, Taiwan)

  • HSUAN LO

    (Department of Hospital and Healthcare Administration, Chia Nan University of Pharmacy & Science, Taiwan)

Abstract

This study demonstrates how top management team (TMT) conflict impacts new product development (NPD) under cultural differences between Taiwan and the United States. Based on cultural differences, we compare Taiwan and the United States to explore how the heterogeneity of TMT composition leads to team conflict and how TMT conflict affects NPD outcomes in different stages. Several research propositions are presented and indicate that the higher TMT heterogeneity results in a higher degree of team conflict. Furthermore, cognitive conflict positively affects NPD initiation stage, but negative in the implementation stage. From a perspective of cultural differences, managers in Taiwan, compared with those in the United States, tend to sustain organizational cohesion and harmony, emphasize personal relationships, and sidestep direct conflict as much as possible. This cultural characteristic negatively affects NPD initiation, and also wears away the competitive advantages for Taiwanese companies.

Suggested Citation

  • Tsun-Jui Hsieh & Hsien-Jui Chung & Hsuan Lo, 2010. "The Impact Of Top Management Team Conflict On New Product Development: A Cross-Cultural Perspective," International Journal of Innovation and Technology Management (IJITM), World Scientific Publishing Co. Pte. Ltd., vol. 7(02), pages 193-208.
    • Handle: RePEc:wsi:ijitmx:v:07:y:2010:i:02:n:s021987701000191x
    DOI: 10.1142/S021987701000191X
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