Premium
Project Factors Influencing Conflict Intensity and Handling Styles in Collaborative NPD
Author(s) -
Lam PingKit,
Chin KwaiSang
Publication year - 2004
Publication title -
creativity and innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.148
H-Index - 60
eISSN - 1467-8691
pISSN - 0963-1690
DOI - 10.1111/j.1467-8691.2004.00293.x
Subject(s) - conflict management , new product development , business , product (mathematics) , affect (linguistics) , task (project management) , certainty , knowledge management , process management , operations management , marketing , psychology , computer science , management , economics , sociology , social science , philosophy , geometry , mathematics , communication , epistemology
Conflict and conflict management are critical research issues in client‐supplier collaborative new product development (NPD). A recent study found that conflict intensity and conflict‐handling styles affect collaborative NPD performance. In this paper, we explore the relationships of four NPD project factors, namely product technical complexity, product certainty, task interdependence and the relative power of supplier, to conflict intensity and suppliers’ adoption of integrating and dominating conflict‐handling styles. Research findings based on survey data collected from 193 suppliers provide a clear insight into the conflict intensity and suppliers’ adoption of conflict‐handling styles for NPD projects of various characteristics, which enables better planning for conflict management and helps improve NPD performance.