1、标题THEQUALITYANDEFFECTIVENESSOFMARKETINGSTRATEGYEFFECTSOFFUNCTIONALANDDYSFUNCTIONALCONFLICTININTRAORGANIZATIONALRELATIONSHIPS原文DISCUSSINGBEFOREDISCUSSINGTHEFINDINGSANDIMPLICATIONSOFTHISSTUDY,LETUSRECAPITULATEITSTHEORETICALUNDERPINNINGSANDPURPOSETHISSTUDYCOMBINESTWOFIELDSOFRESEARCHSTRATEGICDECISIONMAK
2、INGANDORGANIZATIONALCONFLICTINADDITION,ITEXTENDSPRIORWORKONPROCESSINMARKETINGSTRATEGYBYLOOKINGATTHEANTECEDENTSOFNEWPRODUCTSTRATEGYQUALITYANDMARKETPERFORMANCETHEPURPOSEOFTHISSTUDYISTOEXAMINETHEANTECEDENTSANDCONSEQUENCESOFBOTHFUNCTIONALANDDYSFUNCTIONALCONFLICTFORTHEQUALITYOFMARKETINGSTRATEGYANDFIRMPER
3、FORMANCECONSISTENTWITHPRIORRESEARCHONCONFLICTANDSTRATEGICDECISIONMAKING,WEFOUNDTHATNEGATIVECONFLICTHADDELETERIOUSCONSEQUENCESFORQUALITYOFSTRATEGYANDPERFORMANCE,WHEREASPOSITIVECONFLICTIMPROVEDBOTHQUALITYOFSTRATEGYANDPERFORMANCETHISFINDINGISIMPORTANTBECAUSEITOFFERSTHEFIRSTSYSTEMATICEMPIRICALSUPPORTFOR
4、THEORIESANDCASEHISTORIESPROPOSINGTHATDYSFUNCTIONALANDFUNCTIONALCONFLICTSAREDISTINCTCONSTRUCTSANDHAVEDIFFERINGEFFECTSONORGANIZATIONALEFFECTIVENESSTHESTUDYRESULTSEXTENDPRIORRESEARCHANDSUGGESTTHATRELATIONSHIPSBETWEENORGANIZATIONALDESIGNFACTORSANDCONFLICTAREMORECOMPLEXTHANPREVIOUSLYTHEORIZEDCONSIDERTHET
5、HEORETICALANDPRACTICALIMPLICATIONSOFSTUDYINGONLYFUNCTIONALCONFLICTORDYSFUNCTIONALCONFLICTIFRESEARCHFOCUSESONTHERELATIONSHIPBETWEENORGANIZATIONALFACTORSAND,SAY,DYSFUNCTIONALCONFLICT,THENHYPOTHESESNOTSTATISTICALLYSUPPORTEDWOULDBEINFERREDASINDICATIVEOFTHEFACTTHATTHEPARTICULARVARIABLEHADNOEFFECTONCONFLI
6、CTTHEPOTENTIALFORTHISERRORISILLUSTRATEDBYBARCLAY,WHOCONCLUDEDTHATTEAMSPIRIT“APPEARSNOTTOHAVEANIMPORTANTEFFECT“ONCONFLICTBYCONTRAST,WEFOUNDTHATALTHOUGHTEAMSPIRITHADNOSIGNIFICANTEFFECTONDYSFUNCTIONALCONFLICT,ITHADANIMPORTANTPOSITIVEEFFECTONFUNCTIONALCONFLICTTHUSWEFOUNDTHATWHEREASFORMALIZATIONLOWEREDDY
7、SFUNCTIONALCONFLICT,CENTRALIZATIONANDCOMMUNICATIONBARRIERSINCREASEDDYSFUNCTIONALCONFLICTFURTHER,TEAMSPIRITANDINTERDEPARTMENTALINTERCONNECTEDNESSINCREASEDFUNCTIONALCONFLICTANELABORATIONOFTHESEFINDINGSFOLLOWSTHEREISSUPPORTFORTHEHYPOTHESISTHATDECENTRALIZATIONISANAPPROPRIATESTRATEGYTOHANDLEUNCERTAINTYAN
8、DACHIEVESUPERIORRESULTSGUTHANDMACMILLANFOUNDTHATCENTRALIZATIONOFTHEDECISIONMAKINGPROCESSTENDEDNOTTOFOSTERCOMMITMENTANDINCREASEDTHELIKELIHOODOFDYSFUNCTIONALCONFLICT,THATIS,NEGATIVEFORMSOFCONFLICTSUPPORTFOUNDINTHISSTUDYFORTHEHYPOTHESISPATHISINLINEWITHTHEJUSTMENTIONEDRESEARCHRESULTSBECAUSETHEFINDINGSIN
9、DICATETHATCENTRALIZATIONENHANCESDYSFUNCTIONALCONFLICTANDINDIRECTLYLOWERSTHEQUALITYOFSTRATEGYFORMULATEDANDIMPLEMENTEDSOMEPRIORRESEARCHHADNOTEDTHATFORMALIZATIONTENDSTOINCREASECOMMITMENTAMONGMARKETINGPERSONNEL,WHEREASOTHERSHAVEPOINTEDOUTTHATCOMMITMENTTOASTRATEGYINCREASEDTHEPROPENSITYOFEMPLOYEESTODISCUS
10、SAWIDERARRAYOFALTERNATIVESTHESUPPORTFORTHERELATIONSHIPTHATFORMALIZATIONINTHEORGANIZATIONALDESIGNLEDTOLOWERDYSFUNCTIONALCONFLICTAPPEARSTOBECONSISTENTWITHTHEJUSTMENTIONEDRESEARCHFINDINGSTHEEXPECTATIONTHATTEAMSPIRITLEADSTOGREATERFUNCTIONALCONFLICTINDECISIONMAKINGWASCONFIRMEDBYCONTRAST,STATISTICALSUPPOR
11、TWASNOTFOUNDFORTHEROLEOFTEAMSPIRITINLOWERINGDYSFUNCTIONALCONFLICTINDECISIONMAKINGWHEREASTHEHYPOTHESIZEDPATHSUGGESTINGTHATINTERCONNECTEDNESSWOULDINCREASEFUNCTIONALCONFLICTINDECISIONMAKINGFOUNDEMPIRICALSUPPORT,THEROLEOFINTERCONNECTEDNESSINALSOINCREASINGDYSFUNCTIONALCONFLICTDIDNOTFINDEMPIRICALSUPPORTNO
12、TE,HOWEVER,THATTHISLACKOFASIGNIFICANTPATHFROMINTERCONNECTEDNESSISNOTALTOGETHERUNEXPECTEDTHEPATHDRAWNBETWEENINTERCONNECTEDNESSANDDYSFUNCTIONALCONFLICTINDECISIONMAKINGWASBASEDPARTIALLYONTHEOFTCITEDEXPECTATIONSOFDEARBORNANDSIMONTHATFUNCTIONALFIXATIONOFMEMBERSOFANORGANIZATIONWOULDCAUSEGREATERDYSFUNCTION
13、ALCONFLICTINDECISIONMAKINGHOWEVER,THERESULTSWEREMOREINLINEWITHTHEMORERECENTFINDINGSOFWALSH,WHOFOUNDLITTLEEMPIRICALEVIDENCEOFFUNCTIONALFIXATIONANDINFACTFOUNDTHATMEMBERSOFDIFFERENTFUNCTIONALDEPARTMENTSWEREWELLAWAREOFEACHOTHERSPROBLEMSANDDIDNOTPARTICIPATEINPAROCHIALINFORMATIONPROCESSING,WHICHWOULDHAVEH
14、ADTHEDOUBLEBARRELEDEFFECTOFINCREASINGDYSFUNCTIONALCONFLICTANDLOWERINGPOSITIVECONFLICTINTHEDECISIONMAKINGPROCESSCONSISTENTWITHTHEEMPIRICALFINDINGSOFRUEKERTANDWALKER,COMMUNICATIONBARRIERSWEREFOUNDTOINCREASEDYSFUNCTIONALCONFLICTINTHEDECISIONMAKINGPROCESS,WHICHINTURNLOWEREDTHEQUALITYOFSTRATEGYSUPPORTFOR
15、HYPOTHESIS13ALSOPARALLELSTHEFINDINGSOFGUTHANDMACMILLAN,WHOFOUNDTHATALACKOFCOMMITMENTTOASTRATEGYMAYRESULTINPASSIVECOMPLIANCEORACTIVEINTERVENTIONINFACT,THEYSUGGESTEDTHATDISCONTENTMENTAMONGMANAGERSMAYLEADTOACOUNTEREFFORTTHATCOULDSABOTAGEANDLOWERTHEQUALITYOFSTRATEGYOTHERRESEARCHERSHAVEFOUNDRESULTSTHATAR
16、EQUITESIMILARTOTHEFINDINGSTHATFUNCTIONALCONFLICTINDECISIONMAKINGSIGNIFICANTLYIMPROVESTHEQUALITYOFMARKETINGSTRATEGYFORMULATIONIMPLEMENTATIONFOREXAMPLE,ALTHOUGHTHEYDIDNOTDIMENSIONALIZEDISSENT,LYLESANDLENZFOUNDTHATDISCOURAGINGDISSENTLOWEREDTHEEFFECTIVENESSOFPLANNINGFIOLFOUNDTHATSIMULTANEOUSAGREEMENTAND
17、DISAGREEMENTISESPECIALLYVALUABLEININNOVATIVEEFFORTSADDITIONALLY,SUCHFUNCTIONALCONFLICTLEADSTOGREATERORGANIZATIONALLEARNINGFINALLY,ANDCONSISTENTWITHTHEEXPECTATIONSOFMARKETINGSTRATEGYTHEORY,QUALITYSTRATEGYFORMULATIONANDIMPLEMENTATIONLEADTOSUPERIORMARKETPERFORMANCELIMITATIONSFIRST,OURMEASURESFORFUNCTIO
18、NALANDDYSFUNCTIONALCONFLICTSHOULDBEMOREAPPROPRIATELYVIEWEDASGLOBALMEASURESFORTHEPHENOMENA,ANDFUTURERESEARCHSHOULDDEVELOMULTIDIMENSIONALMEASURESFORFUNCTIONALANDDYSFUNCTIONALCONFLICTFOREXAMPLE,OURTHREEITEMMEASUREFORDYSFUNCTIONALCONFLICTISLIMITEDTOTASKRELATEDCONFLICTANDDOESNOTCAPTUREPERSONALANDPERSONAL
19、ITYRELATEDCONFLICTSSECOND,GIVENTHECROSSSECTIONALDESIGN,CAUSALITYCANNOTBEESTABLISHEDFROMTHISSTUDYALONEOURGOALWITHTHISSTUDYWASTOEXAMINEWHETHERTHEPATTERNOFRELATIONSHIPAMONGVARIABLESWASCONSISTENTWITHASPECIFICANDPROPOSEDCAUSALUNDERSTANDINGDATAWERECOLLECTEDBYTHEKEYINFORMANTAPPROACHALTHOUGHSOMEHAVEPOINTEDO
20、UTTHATASTUDYNEEDSTOCAPTURETHEPERCEPTIONSOFMULTIPLEINFORMANTS,ESPECIALLYINASELFREPORTSTUDY,OTHERSHAVESUGGESTEDTHATCHOOSINGTHEAPPROPRIATEKEYINFORMANTCOULDHELPALLEVIATESOMEOFTHEPOTENTIALPROBLEMSINFACT,RECENTRESEARCHLOOKINGATTHENEEDFOREMPLOYINGMULTIPLEINFORMANTSANDOBJECTIVEDATAVERSUSUSINGSENIORMANAGERSA
21、SKEYINFORMANTSFOUNDTHATSENIORMANAGERSAREADEQUATEFORRELIABLEANDVALIDDATABYCHOOSINGKEYINFORMANTSFROMTHESENIORMANAGEMENTLEVELWHOFELTCOMPETENTTORESPONDTOTHEISSUESATHAND,WEBELIEVETHATTHEPOTENTIALFORMEASUREMENTERRORWASMINIMIZEDFINALLY,THEKEYINFORMANTSINDICATEDTHATTHEPROJECTSABOUTWHICHTHEYWERERESPONDINGWER
22、EVERYIMPORTANTTOTHEIRRESPECTIVEDIVISIONS,SUGGESTINGAHIGHERLEVELOFKNOWLEDGEANDINVOLVEMENTINTHEPROJECTSFINALLY,ITISALSOIMPORTANTTORECOGNIZETHATTHEEVALUATIONOFTHEQUALITYOFSTRATEGYWASBASEDONHISTORICALRETROSPECTIVESBYMANAGERS,WHICHCOULDBEINFLUENCEDORBIASEDBYPERFORMANCEANDOTHERFACTORSONTHEOTHERHAND,ZAHRAA
23、NDCOVINFOUNDTHATSUBJECTIVEASSESSMENTSMADEBYSENIORMANAGERSABOUTSTRATEGYANDPERFORMANCECLOSELYPARALLELSECONDARYOBJECTIVEDATAIMPLICATIONSFORMARKETINGPRACTICETWODECADESAGO,THOMASANDSCHMIDTFOUNDTHATMANAGERSDEVOTED20PERCENTOFTHEIRTIMETOMANAGINGCONFLICT,WHICHTHEYRATEDASEQUALINIMPORTANCETOOTHERMANAGERIALACTI
24、VITIESARGUABLY,RECENTDEVELOPMENTSANDCHANGESINBUSINESSPRACTICESHAVECREATEDMORECONFLICTENGENDERINGCONDITIONSTHANTHOSETHATEXISTED20YEARSAGOTHEREFORE,UNDERSTANDINGHOWANDWHYCONFLICTSEMERGEANDHOWTHEYAFFECTORGANIZATIONALPERFORMANCEISCRITICALTOPRACTITIONERSTHETRADITIONALORIENTATIONINMANAGEMENTPHILOSOPHYISTO
25、REDUCECONFLICTOR,EVENBETTER,TOAVOIDCONFLICTSINORGANIZATIONSTHISHASLEDMANAGEMENTANDORGANIZATIONSTODEVOTESIGNIFICANTRESOURCESTOCONFLICTRESOLUTIONANDAVOIDANCEACTIVITIESBYCONTRAST,OURRESEARCHLEADSUSTORECOMMENDTHATMANAGERSACTIVELYSEEKCONSTRUCTIVECONFLICTS,ENCOURAGEOPPOSINGVIEWPOINTS,ANDSTIMULATEDEBATEFOR
26、EXAMPLE,JACKWELCH,CHIEFEXECUTIVEOFFICEROFGENERALELECTRIC,ISWIDELYREGARDEDASONEOFTHESTRONGESTPROPONENTSOF“CONSTRUCTIVE“CONFLICTSWITHINHISORGANIZATIONINDEED,RESPECTEDACADEMICS,EXECUTIVES,ANDBUSINESSPRESSHAVEWIDELYATTRIBUTEDTHESUCCESSESOFGENERALELECTRICTOTHISDIMENSIONOFITSCULTUREONEOFTHEKEYIMPLICATIONS
27、OFOURRESEARCHISTHATHOWPLANSWEREDEVELOPEDISASTRONGPREDICTOROFFIRMPERFORMANCECHALLENGINGTHESTATUSQUO,EXPLICITCONSIDERATIONOFALTERNATIVEOPTIONS,ANDOPENNESSTONEWIDEASALLAREEFFECTIVECOUNTERVAILINGINFLUENCESONANORGANIZATIONSTENDENCIESTODEVELOPA“NOTINVENTEDHERE“NIHSYNDROMECONSTRUCTIVECONFLICTANDDEBATECANAL
28、SOIDENTIFYWEAKNESSESWITHTHELOGICORASSUMPTIONSOFASTRATEGY,THEREBYFACILITATINGANDSPEEDINGSTRATEGYIMPLEMENTATIONONEOFTHEINTRIGUINGISSUESINMARKETINGPRACTICEANDTHEORYISTHESTATUSOFTHEORGANIZATIONALCONSTRUCTFORMALIZATIONTHEREISARECEIVEDVIEWTHATFORMALIZATIONISBADFORINNOVATIONYETOURRESEARCHSUGGESTSTHATFORMAL
29、IZATIONMAYINDEEDBEAPOSITIVEINFLUENCEONINNOVATIVENESSWITHINORGANIZATIONSTHROUGHBETTERSTRATEGYMAKINGWEBELIEVETHATTHEISSUEFORMANAGERSISNOTWHETHERFORMALIZATIONISGOODORBADBUTRATHERWHICHACTIVITIESANDROLESSHOULDBEFORMALIZEDANDWHICHACTIVITIESANDROLESSHOULDBEINFORMALMANAGERSSHOULDFORMALIZEOVERLAPPINGACTIVITI
30、ESTHATREQUIREINTERFUNCTIONALCOORDINATIONANDSHOULDCLARIFYROLESTHATAREMUTUALLYDEPENDENTANDHAVEPOTENTIALFORROLEAMBIGUITYOURRESEARCHSHOWSTHATIMPROVEDINTERDEPARTMENTALRELATIONS,COMMUNICATIONQUALITY,ANDESPRITDECORPSENHANCESTHEQUALITYANDEFFECTIVENESSOFSTRATEGYFORMULATIONANDIMPLEMENTATIONTHROUGHTHEIREFFECTS
31、ONTHENATUREANDEXTENTOFCONFLICTTHEFINDINGSREINFORCETHENEEDFORINTERNALMARKETINGEFFORTSANDFORTHEIMPORTANCEOFCREATINGASTRONGERMARKETORIENTEDCULTURETHISISPARTICULARLYTRUEINCASESOFCROSSFUNCTIONALPRODUCTTEAMSWHEREMEMBERSCOMEFROMDIFFERENT“COMMUNITIES“INTERNALMARKETINGEFFORTSSHOULDBEDIRECTEDTOPROVIDINGACONSI
32、STENTANDCOMMONVIEWOFTHEMARKETANDCUSTOMERS,WHICHCANTHENSERVEASTHEDOMINANTLOGICOFMARKETINGPRACTICEMOREIMPORTANT,FUNCTIONALCONFLICTANDEFFORTSTOPROMOTETHEMCANSERVEASANEFFECTIVEVEHICLEFORTHE“VOICEOFTHEEMPLOYEES“DIRECTIONSFORFUTURERESEARCHWHEREASTHISSTUDYISAUSEFULSTEPINTHESYSTEMATICSTUDYOFTHEROLEOFCONFLIC
33、TSINMARKETPLANNINGANDIMPLEMENTATION,FUTURERESEARCHSHOULDIMPROVEONTHECONCEPTUALIZATIONANDMEASUREMENTOFCONFLICTOFFEREDINTHISARTICLEFOREXAMPLE,EFFORTSSHOULDBEDIRECTEDTOADDRESSTHISLACUNABYDEVELOPINGAMOREROBUSTMEASUREOFFUNCTIONALANDDYSFUNCTIONALCONFLICTONEAREATHATNEEDSFURTHEREXPLICATIONISTHEDEFINITIONOFT
34、HECONSTRUCTDOMAINWERECOGNIZETHATCONFLICTDOESNOTHAVEUNITARYROOTSANDTHATTHERENEEDTOBEBETTERDEFINITIONSNOTONLYOFWHATCONFLICTENTAILSBUTALSOOFWHATTHEDIMENSIONSANDFACETSOFTHISCONSTRUCTAREBECAUSEOURRESEARCHFOCUSEDEXCLUSIVELYONCOGNITIVECONFLICT,RESEARCHISNEEDEDTOELUCIDATEANDELABORATEONTHEFULLRANGEOFCONFLICT
35、INTERMSOFTYPES,DIMENSIONS,ANDFACETSFOREXAMPLE,RESEARCHSHOULDIDENTIFYTHECHARACTERISTICSOFAFFECTIVE,BEHAVIORAL,ANDEMOTIONALCONFLICTSALSO,FUTURERESEARCHSHOULDDEVELOPBETTERMEASURESOFTHEOTHERANTECEDENTSOFCONFLICTUSEDINTHISSTUDY,ESPECIALLYTHOSEWITHTWOANDTHREEITEMSREVIEWSOFTHEPLANNINGPERFORMANCELITERATUREH
36、AVEFOUNDTHATSTRATEGICPLANNERSMODERATELYOUTPERFORMNONPLANNERSHOWEVER,OURRESEARCHSUGGESTSANALTERNATIVEEXPLANATIONFORTHISCOUNTERINTUITIVEFINDINGINTHATTHEPROCESSOFPLANNINGMAYBEABETTERHARBINGEROFPERFORMANCETHANISTHEPRESENCEORABSENCEOFSTRATEGICPLANNINGINORGANIZATIONSANIMPLICATIONFROMOURRESEARCHFINDINGSIST
37、HATFUNCTIONALCONFLICTENHANCESTHEQUALITYOFPLANSBEINGDEVELOPEDANDTHATDYSFUNCTIONALCONFLICTLOWERSTHEPLANQUALITYHENCEFUTURERESEARCHINTOTHEPLANNINGPERFORMANCERELATIONSHIPSHOULDINCLUDETHEQUALITYOFPLANNINGRATHERTHANMEASURETHEPRESENCEOFPLANNINGPRACTICESIMILARLY,GUTHANDMACMILLAN1986IMPLYTHATCOMMITMENTISAPRER
38、EQUISITETOEFFECTIVESTRATEGYIMPLEMENTATIONRESEARCHEFFORTSTOIDENTIFYHOWFUNCTIONALANDDYSFUNCTIONALCONFLICTAFFECTCOMMITMENTOFMANAGERSDURINGTHEDECISIONMAKINGPROCESSAPPEARTOBEAUSEFULNEXTSTEPONEPOTENTIALRESEARCHISSUEISTOINVESTIGATEHOWDYSFUNCTIONALCONFLICTANDFUNCTIONALCONFLICTAFFECTMANAGERIALCOMMITMENTTOTHE
39、ORGANIZATIONVERSUSTHESTRATEGYBEINGDEVELOPEDOURQUALITATIVERESEARCHIDENTIFIEDANINTERESTINGPHENOMENONINWHICHNEGATIVECONFLICTINCREASEDTHELEVELOFCOMMITMENTTOTHEARTICULATEDSTRATEGYREGARDLESSOFITSRELATIVEMERITSANDSIMULTANEOUSLYLOWEREDMANAGERIALCOMMITMENTTOTHEORGANIZATIONANDITSVALUESANOTHERAVENUEOFRESEARCHI
40、NTHESTRATEGYCONFLICTRESEARCHSTREAMISTHEROLEOFCONFLICTORDISAGREEMENTOVERGOALS,STRATEGIES,ANDIMPLEMENTATIONBOURGEOISFOUNDTHATDISAGREEMENTSOVERSTRATEGIESWEREMOREDESTRUCTIVETHANDISAGREEMENTOVERMEANSORGOALSANOTHERUSEFULDIRECTIONSUGGESTEDBYTHISSTUDYISTHEROLETHATFUNCTIONALANDDYSFUNCTIONALCONFLICTSPLAYDURIN
41、GEARLIERSTAGESOFTHESTRATEGYPROCESSVERSUSTHELATERSTAGESFOREXAMPLE,DOESFUNCTIONALCONFLICTDURINGFORMULATIONLEADTOLOWERDYSFUNCTIONALCONFLICTANDHIGHERLEVELSOFFUNCTIONALCONFLICTDURINGIMPLEMENTATIONINDEED,AMUCHNEEDEDSTUDYISAREPLICATIONOFTHEBOURGEOISSTUDYWITHINTHEMARKETINGCONTEXTTOSEEWHATTHEINTERACTIVEEFFEC
42、TSOFCONFLICTANDCONSENSUSMAYBEDURINGTHESTRATEGYFORMULATIONANDIMPLEMENTATIONSTAGES出处JOURNALOFTHEACADEMYOFMARKETINGSCIENCEVOLUME24,NUMBER4,299313,DOI101177/0092070396244002标题营销策略的质量和效能功能和不正常的影响提供冲突关系译文摆在了的研究结果,本研究的意义,让我们反映出它的理论基础和目的。该文结合两个领域的研究战略决策和组织的冲突。此外,它发放过程前期准备工作在市场战略的身世通过看新产品策略的质量,增强市场表现。本研究的目的是
43、检查和后果的先行既实用和不正常的冲突以优质的营销策略和坚定的表现符合先前的研究在冲突和战略决策,我们发现负面冲突后果有害的战略和业绩的质量,而积极的冲突质量提高了战略和业绩。这一发现是很重要的,因为它提供了第一部系统实证支持理论和案史主张不正常的和功能冲突是截然不同的构建和有不同组织效能的影响。研究结果扩展先前的研究和建议,组织设计因素之间的关系更加复杂和冲突比以前提出种种理论。考虑到理论及实际意义仅仅学习的职能间的摩擦或精神失常的冲突。如果的研究主要集中在组织因素之间的关系,比如说,不正常的冲突,然后假设统计推断支持将作为象征的事实没有影响特定变量冲突。潜在的这个错误是插图,由巴克莱的,他认
44、为团队精神“有个很重要的似乎并没有影响”冲突。与此形成鲜明对比的是,我们发现虽然团队精神无显著影响不正常的冲突,有重要的积极的影响功能冲突。因此我们发现,尽管形式化降低不正常的冲突、集中与交际障碍增加不正常的冲突。进一步,良好的团队合作精神,增加两个部门职能间的摩擦阐述这些结果也紧随其后。有人在支持这样一种假设,即分散是一个适当的策略来处理不确定性和,使产品达到更高超的结果。古思声称,发现集中决策的过程往往不培养承诺和增加可能机能障碍的冲突,也就是说,消极的形式的矛盾。在这项研究中发现支持为假设的路径是符合JUSTMENTIONED研究结果,因为该发现表明集中提高不正常的冲突和间接低质量的制定
45、和实施策略。先前的一些研究指出,形式化趋向于提升承诺在营销人员,而有些人则指出,致力于建立一个策略的倾向增加员工更广泛的数组,讨论的选择。支持的关系,形式化的组织设计导致降低不正常的冲突似乎符合JUSTMENTIONED的研究成果。期盼的团队精神会导致更FUNCTIONALCONFLICT决策才被肯定。相比之下,统计支援不存在角色的团队合作精神,在降低不正常的冲突的决策。而虚拟路径显示内在关联会增加职能间的摩擦决策发现实证支持在遥远的角色,也增加了不正常的冲突没有发现实证支持。然而要注意,这种缺乏一个重要的道路与内在关联并不完全出乎意料的。路区分通性的决策冲突和不正常的部分是根据对迪尔伯恩出版
46、社,量有成员国的功能固定机构将会造成更大的不正常的冲突的决策。然而,结果是更加符合更多的最新发现,因为他们发现沃尔什小实证研究功能的固定,事实上发现不同的职能部门的成员都了解到对方的问题,不参与教会信息处理,这将有DOUBLEBARRELED对提高不正常的冲突和降低积极的冲突,在决策过程。实证结果符合RUEKERT和沃克,交际障碍被发现增加不正常的冲突的决策过程,从而降低了质量的策略。13也与支持假设的研究发现,因为他们发现和古思声称,由于缺乏承诺,以一种策略可能会导致被动合规或主动介入。事实上,他们建议不满,管理者MAYLEADCOUNTEREFFORT可能破坏和低质量的策略。其他的研究人员
47、已经发现的结果很相似,使这次的发现职能间的摩擦决策上均有显著提高质量的营销策略制定实施。例如,尽管他们没有反对意见,DIMENSIONALIZELYLES和LENZ发现令人沮丧的有效性异议降低规划。FIOL发现,同时同意与不同意就特别有价值创新的努力。此外,这些有用的冲突使我更加的组织学习。最后,以及它和营销策略的期望理论、质量战略制定和实施导致较高的市场表现。限制首先,我们所采取的措施功能和不正常的冲突应该更适当措施看作全球现象,并对今后的研究应该发展功能和不正常的多维措施冲突。例如,我们THREEITEM的措施,为不正常的冲突是限于TASKRELATED冲突和不能捕捉个人和PERSONAL
48、ITYRELATED冲突。其次,因为抽样设计,因果关系无法建立,从这个独自学习。我们的目标是为了验证研究的模式是否符合变量关联性的某一特定并提出了因果理解。数据收集或关键方法。但有些人则会指出研究需要捕捉对多个告密者,特别是在报告的研究中,也有一些研究结果显示CHOOSINGTHE适当的关键被调查者可以帮助减轻一些潜在的问题。事实上,最近的研究看着需要使用多检举人和客观数据与关键信息提供者使用高级管理人员发现高级管理人员都足够的可靠和有效的数据通过选择关键检举人高级管理水平的人感觉主管回应了一些好处,我们相信潜在的测量误差WASMINIMIZED。最后,关键检举人表明他们计划是非常重要的回应各
49、自部门,暗示了更高层次的知识和参与计划的实施。最后,同样重要的是要认识到质量的评价标准的策略是建立在历史RETROSPECTIVES被管理者,这可能会影响侧重于主观的性能和其他因素。另一方面,萨拉和COVIN发现主观高级管理人员所作的评估对战略和业绩密切平行次要目标数据。营销实践意义20年前,托马斯和施密特发现经理把20的时间来处理冲突,他们评为同等重要其他管理活动。有争议的是,最近的发展及商业惯例变化已经创造了更多的环境CONFLICTENGENDERING存在于20年前发生的事。因此,了解冲突如何以及为什么出现和他们如何影响组织绩效是至关重要的实践者。在传统导向的经营理念是减少冲突或是,甚至更好,避免冲突在组织。这导致管理和组织做出重大的资源来解决冲突和回避活动。相比之下,我们的研究可以使我们建议经理积极寻求建设性的冲突,鼓励反对观点,刺激的争论。例如,杰克韦尔奇,通用电气公司的首席执行官,被公认为最强烈的支持者之一发生在“具有建设性”的调查。事实上,受人尊敬的学者,行政人员,和商业媒体主要是通用电气的成功对这方面的文化。最重要的一个研究的启示计划这样发展出来的是一种强大的预测公司业绩。挑战现状,明确了考虑别无选择,以及开放的新想法都是有效的反补贴影响组织的趋势发展“NOTINVENTEDHERE”NIH综合症。建设性的冲突和争论还能识别出的弱点和逻辑或假设,从而促进一项
