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

Jinhong Xie, X. Michael Song and Anne Stringfellow
Additional contact information
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

Management Science, 1998, vol. 44, issue 12-Part-2, S192-S206

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.

Keywords: New Product Development; Conflict Management; Cross-function Integration; Cross-cultural Study (search for similar items in EconPapers)
Date: 1998
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Citations: View citations in EconPapers (27)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ormnsc:v:44:y:1998:i:12-part-2:p:s192-s206

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