TY - JOUR
T1 - Conflict, leadership, and market orientation
AU - Menguc, Bulent
AU - Auh, Seigyoung
N1 - Funding Information:
The work described in this paper was fully supported by a grant from the Research Grants Committee of the Faculty of Economics and Commerce, University of Melbourne. We thank three anonymous reviewers, the former editor, Hubert Gatignon, the area editor, and the current co-editor, Donald R. Lehmann for their supportive comments.
PY - 2008/3
Y1 - 2008/3
N2 - While conflict is generally viewed as something to avoid, some conflicts benefit organizations. Against this backdrop, this article explores how a particular type of leadership (i.e., transformational) affects (a) the two dimensions of interfunctional conflict (i.e., task and relational), (b) market orientation and performance, and (c) the task/relational conflict-market orientation and performance relationships that allow for nonlinear effects. Data collected from CEOs and marketing managers show that the relationship among task/relational conflict, transformational leadership, market orientation, and performance is more complex than previously thought. The authors discuss the relevance of nonlinear effects in the context of how firms might improve their market orientation and performance.
AB - While conflict is generally viewed as something to avoid, some conflicts benefit organizations. Against this backdrop, this article explores how a particular type of leadership (i.e., transformational) affects (a) the two dimensions of interfunctional conflict (i.e., task and relational), (b) market orientation and performance, and (c) the task/relational conflict-market orientation and performance relationships that allow for nonlinear effects. Data collected from CEOs and marketing managers show that the relationship among task/relational conflict, transformational leadership, market orientation, and performance is more complex than previously thought. The authors discuss the relevance of nonlinear effects in the context of how firms might improve their market orientation and performance.
KW - Market orientation
KW - Relational conflict
KW - Task conflict
KW - Transformational leadership
UR - http://www.scopus.com/inward/record.url?scp=39249085131&partnerID=8YFLogxK
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U2 - 10.1016/j.ijresmar.2007.08.001
DO - 10.1016/j.ijresmar.2007.08.001
M3 - Article
AN - SCOPUS:39249085131
SN - 0167-8116
VL - 25
SP - 34
EP - 45
JO - International Journal of Research in Marketing
JF - International Journal of Research in Marketing
IS - 1
ER -