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Kamran Eshghi and Sourav Ray

In this chapter the authors survey the existing research literature to develop a managerially oriented perspective on channel conflict. They show how channel conflict is not a unitary phenomenon that is only manifest in associated actions, attitudes, or perceptions, but that it can also be seen as a process with distinct phases each of which requires unique managerial considerations. The authors also discuss how channel conflict can be seen as an inevitable part of the business ecosystem and the impact this has on efforts at managing it. The underlying causes of channel conflict are shown to have both attitudinal and structural drivers. The authors illustrate how identifying the manifestations of channel conflict and efforts to measure them require very careful consideration at different levels of granularity. They then summarize the conflict resolution approaches that can be effectively used by managers and conclude by identifying some key understudied areas in the channel conflict literature.

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Ranjan Banerjee, Mark Bergen, Shantanu Dutta and Sourav Ray