Antecedents and Consequences of Marketing Managers’ Conflict-Handling Behaviors

X. Michael Song · Jinhong Xie · Barbara Dyer

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Conflict Management and Negotiation Team Dynamics and Performance Global and Cross-Cultural Management

Abstract

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.

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References

1988Structural equation modeling in practice: A review and recommended two-step approach.1981Culture's Consequences: International Differences in Work-Related Values 1994A Dynamic Theory of Organizational Knowledge Creation 1989Structural Equations with Latent Variables 1991Structural Equations with Latent Variables.1979A Paradigm for Developing Better Measures of Marketing Constructs 1983Culture's Consequences: International Differences in Work-Related Values.1977Estimating Nonresponse Bias in Mail Surveys

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