TY - JOUR
T1 - Managing International Distribution Channel Partners
T2 - A Cross-Cultural Approach
AU - Mehta, Rajiv
AU - Anderson, Rolph E.
AU - Dubinsky, Alan J.
AU - Polsa, Pia
AU - Mazur, Jolanta
PY - 2010/4
Y1 - 2010/4
N2 - Although the topic of conflict has been extensively studied in the distribution channels literature from a domestic perspective, there is relatively little published research examining the construct within the international distribution channel context. This is of particular concern because cross-national channel partnerships are on the rise, and divergent cultures may engender heightened conflict, which has a deleterious effect on channel performance. This article explores the extent to which different channel leadership styles, predicated on of stede's dimensions of national culture, can be effective strategies to manage conflict in international distribution channels. specifically, the article examines whether the relationship between leadership style and conflict in international distribution channels is moderated by national culture. Additionally, the impact of manifest conflict on international channel partner performance is investigated. A conceptual model and research propositions are eveloped. The use of leadership styles to manage disagreements among international channel partners is argued to be culturally specific. International channel management implications and directions for future research are suggested.
AB - Although the topic of conflict has been extensively studied in the distribution channels literature from a domestic perspective, there is relatively little published research examining the construct within the international distribution channel context. This is of particular concern because cross-national channel partnerships are on the rise, and divergent cultures may engender heightened conflict, which has a deleterious effect on channel performance. This article explores the extent to which different channel leadership styles, predicated on of stede's dimensions of national culture, can be effective strategies to manage conflict in international distribution channels. specifically, the article examines whether the relationship between leadership style and conflict in international distribution channels is moderated by national culture. Additionally, the impact of manifest conflict on international channel partner performance is investigated. A conceptual model and research propositions are eveloped. The use of leadership styles to manage disagreements among international channel partners is argued to be culturally specific. International channel management implications and directions for future research are suggested.
KW - Channel conflict
KW - Channel leadership styles
KW - Channel management
KW - Hofstede
KW - Partnering
UR - http://www.scopus.com/inward/record.url?scp=77951611342&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=77951611342&partnerID=8YFLogxK
U2 - 10.1080/10466691003635051
DO - 10.1080/10466691003635051
M3 - Article
AN - SCOPUS:77951611342
SN - 1046-669X
VL - 17
SP - 89
EP - 117
JO - Journal of Marketing Channels
JF - Journal of Marketing Channels
IS - 2
ER -