Antecedents and Consequences of Marketing Managers' Conflict-Handling Behaviors

In this study, the authors develop and test a cross-cultural conceptual model of the organizational-based antecedents and consequences of marketing managers' conflict-handling behaviors during the new product development process. The hypotheses were tested using data collected from 968 companie...

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Bibliographic Details
Published inJournal of marketing Vol. 64; no. 1; pp. 50 - 66
Main Authors Song, X. Michael, Xie, Jinhong, Dyer, Barbara
Format Journal Article
LanguageEnglish
Published New York American Marketing Association 01.01.2000
SAGE PUBLICATIONS, INC
Subjects
Assertiveness
Behavior
Business structures
Chinese culture
Conflict management
Conflicts
Cross cultural studies
Cultural conflict
Functional integration
Hypotheses
Japanese culture
Job rotation
Knowledge
Management styles
Managerial skills
Manufacturing
Marketing
Marketing management
Mediation
Multiculturalism & pluralism
Organizational learning
Product development
Product introduction
R&D
Research & development
Return on assets
Statistical analysis
United Kingdom > UK
United States > US
Japan
China
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Summary:In this study, the authors develop and test a cross-cultural conceptual model of the organizational-based antecedents and consequences of marketing managers' conflict-handling behaviors during the new product development process. The hypotheses were tested using data collected from 968 companies in Japan, China (Hong Kong), the United States, and the United Kingdom. The results provide some interesting insights regarding the varying role of conflict management among diverse cultures.
ISSN:0022-2429
1547-7185
DOI:10.1509/jmkg.64.1.50.17989