Journal article
Managing Channel Partner Relationships: A Cross-National Study
Journal of global marketing, v 24(2), pp 105-124
14 Apr 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.
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7 citations in Scopus
Details
- Title
- Managing Channel Partner Relationships: A Cross-National Study
- Creators
- Rajiv Mehta - New Jersey Institute of TechnologyRolph E. Anderson - Drexel UniversityAlan J. Dubinsky - Midwestern State UniversityJolanta Mazur - SGH Warsaw School of EconomicsPia Polsa - Hanken School of Economics
- Publication Details
- Journal of global marketing, v 24(2), pp 105-124
- Publisher
- Taylor & Francis Group
- Resource Type
- Journal article
- Language
- English
- Academic Unit
- [Retired Faculty]
- Scopus ID
- 2-s2.0-79957534424
- Other Identifier
- 991019174734104721