THE IMPACT OF TOP MANAGEMENT TEAM CONFLICT ON NEW PRODUCT DEVELOPMENT: A CROSS-CULTURAL PERSPECTIVE

Tsun-Jui Hsieh (), Hsien-Jui Chung () and Hsuan Lo ()
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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

International Journal of Innovation and Technology Management (IJITM), 2010, vol. 07, issue 02, 193-208

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.

Keywords: Top management team; new product development; conflict; culture (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (1)

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DOI: 10.1142/S021987701000191X

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