Customer orientation, conflict, and innovativeness in Japanese sales departments

By Makoto Matsuo. 2006

193 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7fc25ce0953e2dc44462dffe90848ad468f64ca3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

In Organizational Behavior and Human Resource Management

Citations in the corpus

Team identification, trust and conflict: a mediation model (2010, background): “Likewise, Matsuo (2006) found that task conflict was positively related to innovation in Japanese sales departments.”
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes (2008, result): “Consistent with what we found regarding process conflict norms, much of the empirical work examining process conflict has foundthatitnegativelyinfluencesprocessesaffectingperformance(Behfaretal.2002; Greer and Jehn 2007; Porter and Lilly 1996; Vodosek 2005) and innovation ( Matsuo 2006 ).”
The Relation Between Ethical Leadership and Workplace Conflicts: The Mediating Role of Employee Resolution Efficacy (2016, result): “…may have beneficial outcomes because it gives room for diverse opinions and enhances quality decision making (De Dreu & Van de Vliert, 1997; Jehn; Matsuo, 2006), findings of two recent meta-analyses suggest that even though TC is less detrimental compared to RC or PC, TC can equally lead to…”
Conflict in Small Groups: The Meaning and Consequences of Process Conflict (2011, result): “Studies that exclude process conflict tend to define task conflict as including decisions about group procedures and the distribution of resources (De Dreu, 2006; De Dreu & Weingart, 2003; Pelled, Eisenhardt, & Xin, 1999), whereas studies that include process conflict clearly separate such procedura”
When good conflict gets better and bad conflict becomes worse: the role of social capital in the conflict–innovation relationship (2009, background): “…distinguishes between disagreements about content- versus person-related issues, it often focuses on the antecedents of these conflict types (e.g., Matsuo 2006; Porter and Lilly 1996) or how different processes may function as mediating mechanisms between conflict and performance (De Dreu 2006;…”
The paradox of intragroup conflict: a meta-analysis. (2012, unknown): “A growing line of research has demonstrated a predominantly negative association between process conflict and both proximal and distal group outcomes (e.g., Behfar, Mannix, Peterson, & Trochim, 2002; Greer & Jehn, 2007; Jehn et al., 2008; Matsuo, 2006; Passos & Caetano, 2005; Vodosek, 2007).”
Exploring market orientation, innovation, and financial performance in agricultural value chains in emerging economies (2017, background): “Alternatively, work by Matsuo (2006) ound that customer orientation positively affects innovation by he supporting positive conflict and solving the negative conflict. ustomer oriented firms closely monitor and evaluate the tendency f customer needs, then innovate to improve their products, serices…”
Conflict Transformation (2008, background): “Ensuing research has established these conflict types as distinct, both in their nature and in their potentially differential effects on team outcomes (e.g., Jehn, 1997; Jehn & Mannix, 2001; Matsuo, 2006).”