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Managing marketing–sales–service relationship conflict in a B2B multinational firm
, I.E. Enyinda, C.H. Mbah, A.O. Ogbuehi
Published in John Wiley and Sons Inc
Managing conflict in marketing–sales–customer service relationship is pivotal for seamless, end-to-end customer experience, satisfaction of customer changing needs, and business performance. Research examining conflict management in marketing–sales–service cross-functional relationships is lacking in B2B multinational firms, and particularly in the electronics industry. This article draws on social exchange theory (SET) to posit that conflict management in a B2B electronics firm marketing–sales–service relationship can be successful if trust, commitment, and reciprocity exist. This article examines factors influencing conflict in the team relationship in the focal firm and how to manage them. Data were collected from the departmental managers and were then analyzed with the analytic hierarchy process (AHP)-based multicriteria decision making (MCDM) framework. The findings reveal that the most important factor influencing conflict is task, followed by communication, inter alia. The overall best strategy in managing conflict is collaboration/integration, followed by confrontation. Our research enhances the understanding of conflict factors influencing the focal B2B interdepartmental relationships and the appropriate management strategies. Effectively managing the interdepartmental conflicts can lead to customer satisfaction and improved business performance. © 2021 Wiley Periodicals LLC.
About the journal
JournalData powered by TypesetThunderbird International Business Review
PublisherData powered by TypesetJohn Wiley and Sons Inc