Interfunctional Conflict, Conflict Resolution Styles, and New Product Success: A Four-Culture Comparison
研究跨职能冲突水平与新产品成功的关系，发现两者呈倒U型曲线，并考察了国家文化对冲突解决方式有效性的影响，基于对日本、香港、美国和英国968名营销经理的调查。
This paper develops a model relating innovation success to the level of interfunctional conflict and conflict resolution methods. The model suggests a concave relationship between performance and the level of interfunctional conflict among marketing, R&D, and manufacturing. It also conjectures that both national culture and the level of interfunctional conflict influence the effectiveness of different conflict resolution methods. An empirical test of the proposed framework involves a survey of 968 marketing managers from Japan, Hong Kong, the United States, and Great Britain. The results provide general support for the model's predictions and reveal several significant cross-national differences.