Managing Channel Partner Relationships: A Cross-National Study |
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| Authors: | Rajiv Mehta Rolph E Anderson Alan J Dubinsky Jolanta Mazur Pia Polsa |
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| Institution: | 1. School of Management , New Jersey Institute of Technology , Newark, New Jersey, USA;2. LeBow College of Business , Drexel University , Philadelphia, Pennsylvania, USA;3. Dillard College of Business Administration , Midwestern State University , Wichita Falls, Texas, USA;4. Purdue University , West Lafayette, Indiana, USA;5. Warsaw School of Economics , Warsaw, Poland;6. Department of Marketing , Hanken School of Economics , Helsinki, Finland |
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| Abstract: | With cross-border channel partnerships increasingly being forged in global markets, manifest conflict between international partners has become a serious problem leading to potentially deleterious effects on overall channel performance. Using data drawn from a cross-national study of distribution practices in three countries, we investigate whether national culture moderates the relationship between leadership style and channel partner conflict, which, in turn, may impact overall channel performance. Based on the empirical results, a standardized “one size fits all” leadership strategy for conflict management in international channels is unlikely to be successful. Cross-cultural channel management implications are discussed, study limitations are described, avenues for future research are identified, and recommendations are offered for managing cross-national channel partner relationships. |
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| Keywords: | Channel partner performance channel leadership styles national culture channel partners USA Finland Poland channel management international channel conflict |
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