Managing International Distribution Channel Partners: A Cross-Cultural Approach

Document Type

Article

Publication Date

4-1-2010

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. © Taylor & Francis Group, LLC.

Identifier

77951611342 (Scopus)

Publication Title

Journal of Marketing Channels

External Full Text Location

https://doi.org/10.1080/10466691003635051

e-ISSN

15407039

ISSN

1046669X

First Page

89

Last Page

117

Issue

2

Volume

17

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