Cross-functional conflicts, effectiveness, and innovation performance: A symbiotic approach. Issue 3 (2nd July 2016)

• Record Type: Journal Article
• Authors: Sun, Ping; Li, Xiang Robert; Martin, Drew
• Is Part Of: Journal of global scholars of marketing science. Volume 26:Issue 3(2016)
• Page Start: 227
• Page End: 247
• Publication Date: 2016-07-02
• Subjects: Innovation performance -- cross-functional conflict -- cross-functional effectiveness -- trust -- China; 创新绩效 -- 跨部门冲突 -- 跨部门效率 -- 信任 -- 中国; Marketing -- Periodicals; Marketing; Electronic journals; Periodicals; 658.8
• DOI: 10.1080/21639159.2016.1174541
• Languages: English
• ISSNs: 2163-9159

Abstract

Abstract: Although cross-functional conflicts occur among departments, empirical research on the inherent mechanism remains scant. As conflict appears to be an element in innovation, by using a symbiotic approach combining traditional Confucian values and mainstream Western theories, this study of 135 Chinese high-tech companies investigates how various cross-functional conflict types influence cross-functional effectiveness, which in turn influences innovation performance. Results show an inverted U-shaped relationship for cross-functional task conflict and a negative relationship for cross-functional relationships on cross-functional effectiveness and innovation performance. Cross-functional effectiveness has a complementary mediation effect on the relationship between cross-functional task conflicts and innovation performance, and an indirect mediation effect on the relationship between cross-functional relationship conflicts and innovation performance. Trust moderates the relationship between cross-functional task conflict and cross-functional effectiveness, demonstrating a U-shaped relationship. Results are inconclusive about trust's moderating effect between relationship conflict and cross-functional effectiveness. This study offers executives new guidelines for managing conflict and trust to improve their high-tech firm's innovation climate.