Conflict management and innovation performance: An integrated contingency perspective |
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Authors: | Michael Song Barbara Dyer R Jeffrey Thieme |
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Institution: | (1) University of Missouri-Kansas City, Kansas City, USA;(2) University of North Carolina at Greensboro, Greensboro, USA;(3) University of Memphis, Memphis, USA |
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Abstract: | In recent years, many of the basic assumptions underlying organizational conflict research have changed, drawing into question
the validity of some previous research findings. Operating from the perspective that conflict is complex, multidimensional,
and context specific, this research takes a fresh look at key conflict antecedents, mediators, and consequences in the context
of the innovation process. The study investigates the relationships among five behavioral conflict-handling strategies, destructive
and constructive conflict, and innovation performance as perceived by 290 R & D and marketing department managers. Empirical
results both support and question some of the previous findings in conflict research. The results indicate that integrating,
accommodating, compromising, forcing, and avoiding conflict-handling strategies can have different impacts on constructive
and destructive conflict in an innovation context.
Kelly Hewett (kelly_hewett@moore.sc.edu) is in the Department of Marketing at the Moore School of Business, University of South Carolina.
Her research focuses on the management of relationships between buyers and sellers, as well as between headquarters and foreign
subsidiaries in managing the marketing function globally. Her research has been published in theJournal of Marketing, the Journal of the Academy of Marketing Science, and theJournal of International Business Studies, among others.
R. Bruce Money (moneyb@byu.edu) is the Donald Staheli Fellow and an associate professor of marketing and international business in the Marriott
School of Management, Brigham Young University. His articles have been published in journals such as theJournal of Marketing, theJournal of the Academy of Marketing Science, theJournal of International Business Studies, andSloan Management Review. His research interests include the international aspects of national culture’s measurement and effects, business-to-business
marketing, word-of-mouth promo-tion, services marketing, and negotiation.
Subhash Sharma (sharma@moore.sc.edu) is the James F. Kane Professor of Business in the Moore School of Business, University of South Carolina.
Professor Sharma’s research interests include marketing strategy, structural equation modeling, data mining, customer relationship
management, e-commerce, the marketing-operations interface, and global marketing strategies. He has published numerous articles
in these areas in leading academic journals such as theJournal of Marketing Research, theJournal of Marketing, Marketing Science, theJournal of Retailing, theJournal of Operations Management, theInternational Journal of Research in Marketing, andManagement Science. Professor Sharma has also authored two textbooks:Applied Multivariate Techniques (John Wiley, 1996) andScaling Procedures: Issues and Applications (with Richard G. Netemeyer and William O. Bearden, Sage, 2003). Professor Sharma was a member of the editorial boards of
theJournal of Marketing Research and theJournal of Marketing and currently serves on the editorial review board of theJournal of Retailing. |
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Keywords: | conflict management new product development |
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