Managing channel partner relationships: A cross-national study

Document Type

Article

Publication Date

4-1-2011

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. © Taylor & Francis Group, LLC.

Identifier

79957534424 (Scopus)

Publication Title

Journal of Global Marketing

External Full Text Location

https://doi.org/10.1080/08911762.2011.558810

e-ISSN

15286975

ISSN

08911762

First Page

105

Last Page

124

Issue

2

Volume

24

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