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Innovation Strategy and Sanctioned Conflict: A New Edge in Innovation?
Author(s) -
Dyer Barbara,
Song X. Michael
Publication year - 1998
Publication title -
journal of product innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.646
H-Index - 144
eISSN - 1540-5885
pISSN - 0737-6782
DOI - 10.1111/1540-5885.1560505
Subject(s) - constructive , harmony (color) , teamwork , business , role conflict , new product development , marketing , conflict management , psychology , social psychology , sociology , management , economics , computer science , art , social science , process (computing) , visual arts , operating system
Teamwork and harmony are worthy objectives, but a healthy dose of conflict also plays an important role in fostering innovation. In their pursuit of teamwork and harmony, companies run the risk of suppressing the creative tension that brings vitality to new‐product development (NPD) efforts. Furthermore, a firm's choice of innovation strategy may have a significant effect on the organization's capability for managing conflict. Using results from a survey of 290 marketing and R&D managers from U.S. firms in the electronics industries, Barbara Dyer and X. Michael Song explore the link between strategy and conflict, and the effect this link has on NPD success. Their study examines the following issues: the influence of business strategy on specific conflict‐handling behaviors; the relationship between those conflict‐handling behaviors and positive conflict outcomes; and the relationship between constructive conflict and new‐product success. The study classifies firms predominantly pursuing a more aggressive NPD strategy as prospectors and less aggressive firms as defenders. Three conflict‐handling mechanisms are identified: integrating behaviors, forcing behaviors, and avoiding behaviors. Compared to the prospector firms, the defender firms in this study perceived significantly higher levels of conflict in their organizations. In handling conflict, the prospector firms perceived a higher level of integrative behavior than the defender firms. The defenders perceived higher levels of forcing and avoiding conflict behaviors. The study identifies a strong, positive relationship between integrative behaviors and constructive conflict. Positive relationships are also identified between constructive conflict and the success of cross‐functional relationships, as well as between constructive conflict and NPD business success. For the firms in this study, the results indicate that strategy is associated with the conflict‐handling mechanisms the firm uses. For example, the results suggest that an NPD manager in a prospector firm will encounter high use of integrative behaviors, a high number of complex conflicts, a relatively low level of perceived conflict, a high level of formalization, and frequent exchanges of written and verbal communication among the firm's personnel. The results suggest that managers may help to create an environment conducive to NPD success by assessing their firms' strategies, emphasizing integrative conflict‐handling behaviors, and employing formalization of organizational procedures.