Managing channel partner relationships: A cross-national study

Rajiv Mehta, Rolph E. Anderson, Alan J. Dubinsky, Jolanta Mazur, Pia Polsa

Research output: Contribution to journalArticlepeer-review

4 Scopus citations

Abstract

With cross-border channel partnerships increasingly being forged in global markets, manifest conflict between international partners has become a serious problem leading to potentially deleterious effects on overall channel performance. Using data drawn from a cross-national study of distribution practices in three countries, we investigate whether national culture moderates the relationship between leadership style and channel partner conflict, which, in turn, may impact overall channel performance. Based on the empirical results, a standardized "one size fits all" leadership strategy for conflict management in international channels is unlikely to be successful. Cross-cultural channel management implications are discussed, study limitations are described, avenues for future research are identified, and recommendations are offered for managing cross-national channel partner relationships.

Original languageEnglish (US)
Pages (from-to)105-124
Number of pages20
JournalJournal of Global Marketing
Volume24
Issue number2
DOIs
StatePublished - Apr 1 2011

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Marketing

Keywords

  • Channel leadership styles
  • Channel management
  • Channel partner performance
  • Channel partners
  • Finland
  • International channel conflict
  • National culture
  • Poland
  • USA

Fingerprint

Dive into the research topics of 'Managing channel partner relationships: A cross-national study'. Together they form a unique fingerprint.

Cite this