Antecedents and Consequences of Marketing Managers’ Conflict-Handling Behaviors

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.