Power, conflict, control, and the application of contingency theory in marketing channels
George H. Lucas, Larry G. Gresham
Journal of the Academy of Marketing Science · 1985 · Volume 13 · Issue 3
Abstract
The confusing, and often contradictory, implications for channel strategy emerging from existing theories and empirical studies of power, conflict, and control in marketing channels are discussed.A contingency theory of organizational structure is integrated with propositions concerning the effects of conflict level of channel efficiency to illustrate a procedure for closing the action epistemic gap. Propositions derived from this synthesis of existing theories are presented for future testing.
Keywords
Distribution Channel, Contingency Theory, Task Environment, Nevin, Coercive Power
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