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Cross‐Functional Conflict, Conflict Handling Behaviours and New Product Performance in Spanish Firms
Author(s) -
Varela José Antonio,
Fernández Pilar,
Del Río M. Luisa,
Bande Belén
Publication year - 2005
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.1467-8691.2005.00355.x
Subject(s) - constructive , product (mathematics) , sample (material) , business , information exchange , conflict management , internal conflict , marketing , psychology , social psychology , microeconomics , economics , political science , computer science , process (computing) , mathematics , law , telecommunications , chemistry , geometry , chromatography , politics , operating system
This paper posits an antecedents and consequences model of constructive conflict (or the benefits derived from cross‐functional conflict). The managers of a sample of innovating Spanish firms perceive positive changes when the parties in conflict: (1) exchange information to solve problems; (2) emphasize their common interests; and (3) make an effort to maintain good relations. The results of the study also indicate that collaborating to seek a solution to conflicts between areas indirectly influences the new product programme performance through constructive conflict.