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  4. When channel conflict positively affect performance: evidence from ICT supplier-reseller relationship
Please use this identifier to cite or link to this item: https://repositorio.insper.edu.br/handle/11224/3934
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dc.rights.licenseO INSPER E ESTE REPOSITÓRIO NÃO DETÊM OS DIREITOS DE USO E REPRODUÇÃO DOS CONTEÚDOS AQUI REGISTRADOS. É RESPONSABILIDADE DOS USUÁRIOS INDIVIDUAIS VERIFICAR OS USOS PERMITIDOS NA FONTE ORIGINAL, RESPEITANDO-SE OS DIREITOS DE AUTOR OU EDITORpt_BR
dc.date.accessioned2022-08-10T19:10:14Z-
dc.date.available2022-08-10T19:10:14Z-
dc.date.issued2018-
dc.identifier.urihttps://repositorio.insper.edu.br/handle/11224/3934-
dc.description.abstractPurpose – This paper aims to study the positive impact of functional conflict and conflict management in improving supplier–reseller relationship performance in multi-channel setting (reseller together with supplier’s sales reps). The authors develop four hypotheses, including direct and mediated effects, about conflict management, conflict and the impact on channel performance. Design/methodology/approach – The authors’ sample of suppliers in the information and communication technology (ICT) industry in Brazil consists of an interesting setting of multi-channel distribution, as suppliers deal with sales reps in combination with reseller channels to offer products to customers. The sample is representative of the industry, including more than 60 per cent of the ICT suppliers. The model was tested with partial least squares in the context of ICT industry in Brazil. Findings – The empirical test shows that although an increase in functional conflict improves channel performance (direct effect), an excessive increase may amplify the dysfunctional conflict, thereby damaging channel performance (indirect effect). The negative interplay between the two natures of conflicts is counterbalanced with conflict management. Results show that conflict management improves channel performance by decreasing the harmful effects of dysfunctional conflict. This paper contributes to the theory by deepening our understanding of conflict, a critical challenge underlying supplier–reseller relationships in marketing channels. For managers, this research clarifies the importance of considering and managing conflict of different nature in the context of multi-marketing channels. Originality/value – The contribution of the authors’ study is twofold. First, they develop an integrative mediating model with key constructs of multi-channels’ conflict and channel performance. They incorporate the causal relationships between functional and dysfunctional conflict, conflict management and channel performance into a single conceptual framework. This integrative mediating model to the best of their knowledge has not been developed before. Second, they provide managers with a broad understanding of conflict management implications to supplier’s multi-channel strategy, and how functional conflict can actually be beneficial for channel performancept_BR
dc.format.extentp. 228-239pt_BR
dc.format.mediumDigitalpt_BR
dc.language.isoInglêspt_BR
dc.publisherEsmeraldpt_BR
dc.relation.ispartofJournal of Business & Industrial Marketingpt_BR
dc.subjectConflict managementpt_BR
dc.subjectChannel performancept_BR
dc.subjectFunctional conflictpt_BR
dc.subjectMulti marketing channelspt_BR
dc.titleWhen channel conflict positively affect performance: evidence from ICT supplier-reseller relationshippt_BR
dc.typeArtigo Científicopt_BR
dc.subject.cnpqCiências Sociais Aplicadaspt_BR
dc.identifier.doihttps://doi.org/10.1108/JBIM-11-2016-0272pt_BR
dc.identifier.issue2pt_BR
dc.identifier.volume33pt_BR
dc.language.otherInglêspt_BR
dc.contributor.autorClaro, Danny Pimentel-
dc.contributor.autorVojnovskis, Denys-
dc.contributor.autorRamos, Carla Sofia Dias Moreira-
dc.coverage.paisNão Informadopt_BR
dc.coverage.cidadeNão informadopt_BR
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