Managing conflict to improve the effectiveness of retail networks

Manufacturer perceptions of the consequences of task and emotional conflict within domestic channels of distribution

“…Thus, our finding that task-oriented conflict is associated with emotional conflict within domestic channels further emphasizes the difficulty of maintaining effective relationships across organizations. Our findings are consistent with previous research within simulated retail networks, where conflict reduced satisfaction (Bradford et al, 2004) and with previous findings regarding member satisfaction within organizational behavior (e.g., Amason, 1996). The reduced opportunities for frequent and informal contact, camaraderie, and team building across partners rather than within a single organization appears to ameliorate the positive impact of task performance within channels of distribution and accentuate the tendency of task conflict to become personal and turn into emotional conflict.…”

“…Previous authors have emphasized the importance of manag ing conflict (Bradford et al, 2004) and asserted that task conflict can turn personal and spill over into emotional conflict (Jehn, 1994). Previous research has also asserted that task conflict may produce emotional conflict in international channels of distribu tion (Rose and Shoham, 2004); however, this assertion was never explicitly tested.…”

“…Both types of conflict, however, have generally had negative effects in an interorganizational context. Both lowered satis faction in a simulated retail network (Bradford et al, 2004) and performance through the quality of the strategy employed in international channels of distribution (Rose and Shoham, 2004). This study seeks to reexamine and extend these findings to domestic channels of distribution.…”

“…Similar results, however, have not been found across organizations. Task conflict was negatively related to business performance within international channels of distribution (Rose and Shoham, 2004) and lowered network member satisfaction between MBA students representing different retail stores within a mall (Bradford et al, 2004). Thus, previous research across organizations directly contradicts the findings of research within an intraorganizational context.…”

Conflict and Performance in Channels: A Comparative Synthesis of Empirical Findings

“…Second, in light of this expanded perspective, channel conflict can also be functional and is not to be only considered dysfunctional. Bradford et al (2004) propose that conflict "… prevents stagnation, stimulates interest and curiosity in a task, and provides a medium through which problems can be aired and solutions arrived at." (p. 184).…”