The quality and effectiveness of marketing strategy: Effects of functional and dysfunctional conflict in intraorganizational relationships

Anil Menon, Sundar G. Bharadwaj, Roy Howell

Research output: Contribution to journalArticlepeer-review

316 Scopus citations

Abstract

By examining only dysfunctional conflict and ignoring functional conflict, empirical research in marketing has presented only part of the story. This research offers the first systematic look at the antecedents and consequences of both functional and dysfunctional conflict in intraorganizational relationships. The authors develop and empirically test a causal model for key organizational antecedents of new product strategy quality and market performance. They find that dysfunctional conflict in the decision-making process has deleterious consequences for quality of strategy and market performance, whereas functional conflict improves both quality of strategy and performance. Specifically, organizational design characteristics such as formalization, interdepartmental interconnectedness, low communication barriers, and team spirit improve new product performance by enhancing functional conflict, whereas centralization and high communication barriers lower new product performance by increasing dysfunctional conflict. A post hoc test for common method bias or variance suggests that bias or variance alone cannot explain these findings.

Original languageEnglish
Pages (from-to)299-313
Number of pages15
JournalJournal of the Academy of Marketing Science
Volume24
Issue number4
DOIs
StatePublished - 1996

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