Managing International Distribution Channel Partners: A Cross-Cultural Approach

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

Research output: Contribution to journalArticlepeer-review

4 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)89-117
Number of pages29
JournalJournal of Marketing Channels
Volume17
Issue number2
DOIs
StatePublished - Apr 1 2010

All Science Journal Classification (ASJC) codes

  • Marketing

Keywords

  • Channel conflict
  • Channel leadership styles
  • Channel management
  • Hofstede
  • Partnering

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