Cross-Functional Conflict, Conflict Handling Behaviours and New Product Performance in Spanish Firms

Abstract

This paper posits an antecedents and consequences model of constructive conflict (or the benefits derived from cross-functional conflict). The managers of a sample of innovatingSpanish firms perceive positive changes when the parties in conflict: (1) exchange information to solve problems; (2) emphasize their common interests; and (3) make an effort to maintain good relations. The results of the study also indicate that collaborating to seek a solution to conflicts between areas indirectly influences the new product programme performance through constructive conflict.

Personality traits and conflict management styles in predicting job performance and conflict

“…According to the study, forcing and avoiding styles were followed by destructive conflict outcomes; this reduced performance, while the integrating and accommodating styles were followed by constructive conflict and this enhanced performance. Similarly, another study showed that collaboration or problem-solving (integrating) during conflict improves performance (Varela et al, 2005). DeChurch et al (2013) discussed conflict and CMSs as what and how of the conflict or the conflict states and processes.…”

Komercjalizacja wiedzy i technologii - determinanty i strategie

“…Percepcja menedżerów technologii i innowatorów jest kluczowym elementem w komercjalizacji nowych technologii 168 . Proces rozwoju nowej technologii często jest nazywany procesem uczenia się organizacji, naukowców i menedżerów, w którym najważniejsze są: pozyskanie wiedzy i umiejętności, ich prezentacja oraz komunikacja z rynkiem w celu uzyskania na przykład sprzedaży licencji lub technologii 169 .…”