The antecedents and consequences of functional and dysfunctional conflict between Marketing Managers and Sales Managers

2.50
Hdl Handle:
http://hdl.handle.net/2436/42075
Title:
The antecedents and consequences of functional and dysfunctional conflict between Marketing Managers and Sales Managers
Authors:
Massey, Graham R.; Dawes, Philip L.
Abstract:
Focusing on the working relationship between Marketing Managers and Sales Managers, our study examines two dimensions of interpersonal conflict: dysfunctional conflict and functional conflict. Drawing on relevant theory, we include three communication variables – frequency, bidirectionality, and quality – as antecedents in our structural model. Using these explanatory variables we predict the two conflict dimensions, and in turn, use these same three communication variables, and the two conflict dimensions to predict our ultimate endogenous variable — perceived relationship effectiveness. Overall, our model has high explanatory power, and we find support for nine of the thirteen hypotheses. More specifically, two of the three communication variables – communication quality and bidirectionality – significantly impact on both forms of conflict, and relationship effectiveness, though communication frequency only influenced the quality of communication between the Marketing Managers and the Sales Managers. In addition, the variables in our model better predict the levels of functional conflict in the Marketing/Sales relationship than dysfunctional conflict. Finally, an important new finding in this research is that the overall level of dysfunctional conflict between these two functional managers is relatively low, while functional conflict is high.
Citation:
Industrial Marketing Management, 36(8): 1118-1129
Publisher:
Elsevier
Journal:
Industrial Marketing Management
Issue Date:
2007
URI:
http://hdl.handle.net/2436/42075
DOI:
10.1016/j.indmarman.2006.05.017
Type:
Article
Language:
en
ISSN:
00198501
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorMassey, Graham R.-
dc.contributor.authorDawes, Philip L.-
dc.date.accessioned2008-12-09T10:45:09Z-
dc.date.available2008-12-09T10:45:09Z-
dc.date.issued2007-
dc.identifier.citationIndustrial Marketing Management, 36(8): 1118-1129en
dc.identifier.issn00198501-
dc.identifier.doi10.1016/j.indmarman.2006.05.017-
dc.identifier.urihttp://hdl.handle.net/2436/42075-
dc.description.abstractFocusing on the working relationship between Marketing Managers and Sales Managers, our study examines two dimensions of interpersonal conflict: dysfunctional conflict and functional conflict. Drawing on relevant theory, we include three communication variables – frequency, bidirectionality, and quality – as antecedents in our structural model. Using these explanatory variables we predict the two conflict dimensions, and in turn, use these same three communication variables, and the two conflict dimensions to predict our ultimate endogenous variable — perceived relationship effectiveness. Overall, our model has high explanatory power, and we find support for nine of the thirteen hypotheses. More specifically, two of the three communication variables – communication quality and bidirectionality – significantly impact on both forms of conflict, and relationship effectiveness, though communication frequency only influenced the quality of communication between the Marketing Managers and the Sales Managers. In addition, the variables in our model better predict the levels of functional conflict in the Marketing/Sales relationship than dysfunctional conflict. Finally, an important new finding in this research is that the overall level of dysfunctional conflict between these two functional managers is relatively low, while functional conflict is high.en
dc.language.isoenen
dc.publisherElsevieren
dc.subjectCross-functional relationshipsen
dc.subjectFunctional conflicten
dc.subjectDysfunctional conflicten
dc.subjectRelationship effectivenessen
dc.subjectPerceptionen
dc.subjectMarketingen
dc.subjectRelationshipsen
dc.subjectSalesen
dc.subjectConflicten
dc.subjectWorking relationshipsen
dc.titleThe antecedents and consequences of functional and dysfunctional conflict between Marketing Managers and Sales Managersen
dc.typeArticleen
dc.identifier.journalIndustrial Marketing Managementen
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