Conflict resolution in organizational buying centers
David R. Lambert, Paul D. Boughton, Guy R. Banville
Journal of the Academy of Marketing Science · 1986 · Volume 14 · Issue 1
Abstract
This article reports the results of a field study of buying center conflict and conflict resolution processes—factors often seen as key ingredients in modeling the organizational buying process. The problem-solving and persuasion modes were found to be more often used than the potentially destructive power and politics modes. As expected, increasing levels of conflict were found to be associated with confrontation-oriented modes of resolution. Differences in resolution mode across stages of the purchase process were not significant.
Keywords
Conflict Resolution, Industrial Market Management, Purchase Process, Conflict Resolution Style, Lessig
Enable JavaScript for citation tools and additional paper interactions.