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Conflict Management Styles and Interpersonal Conflict Between Marketing and R&D Personnel During the New Product Development Process

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  • Chonlatis Darawong

    (Graduate School, Sripatum University, Chonburi Campus, 79 Bangna-Trad Road, Klongtamru, Muang District, Chonburi 20000, Thailand)

Abstract

This paper investigates the direct impact of conflict management style on two types of interpersonal conflict: task and relationship conflict between marketing and R&D personnel during the new product development (NPD) process. The findings add to the structural contingency perspective pertaining to the study of conflict and provide a wider view of the beneficial role of conflict at the interpersonal level. The results show that task conflict is positively influenced by dominating and integrating styles, but is negatively influenced by a compromising style. In addition, relationship conflict is positively influenced by a dominating style but negatively influenced by integrating, obliging, and compromising styles. Key implications for marketing and R&D personnel are that they should typically use an integrating style in order to gain benefit from task conflict. However, they should avoid or compromise with a dominating person in order to minimize destructive outcomes from relationship conflict.

Suggested Citation

  • Chonlatis Darawong, 2017. "Conflict Management Styles and Interpersonal Conflict Between Marketing and R&D Personnel During the New Product Development Process," International Journal of Innovation and Technology Management (IJITM), World Scientific Publishing Co. Pte. Ltd., vol. 14(06), pages 1-16, December.
    • Handle: RePEc:wsi:ijitmx:v:14:y:2017:i:06:n:s0219877017500341
    DOI: 10.1142/S0219877017500341
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