• Journal of Distribution Research
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• v.9 no.1
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• pp.93-110
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• 2004

One of the most important things in channel of distribution is the management of intrachannel conflict. In this study, 1 tried to find out the major sources of conflict among distribution channel members of gasolin industry and home electronics industry which have two types of distribution channels - sales branch and agency. I also investigated how the level of conflict influences the business performance of the channel member. The results of the study showed that the imbalance of power, nonfulfillment of roles by manufacturers, nonfulfillment of roles by dealer, divergence in perceptions, intrachannel communication problem have positive relation but role clarity has negative relation with conflict. The results also indicate that the more power supplier exerts upon dealer, the less supplier and dealer practice their roles, and the more communications problem there is, there will be more conflict between channel members. I also analyzed the relationship between conflict and business performance and the result came out as expected: the more conflict there is the less business performance. Some difference was found between sales branch and agency on that aspect. Managerial implications and limitations of the study were also discussed.

• Proceedings of the Korean Association for Survey Research Conference
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• 2001.06a
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• pp.95-108
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• 2001

One of the most important things in channel of distribution is the management of intrachannel conflict. In this study, I tried to find out the major sources of conflict among distribution channel members of petroleum industry and home electronic industry which have two types of distribution channels - sales branch and agency, and also investigate how the level of conflict influence the business performance. The results of the study showed that the imbalance of power, nonfulfillment of roles by manufacturers, nonfulfillment of roles by dealer, divergence in perceptions, intrachannel communication noise have positive relation but role clarity has negative relation with conflict. The results indicate that the more power manufacturer exerts upon dealer, the less manufacturer and dealer practice their roles, and the more communications noise there is, there will be more conflict between channel members. I also analyzed the relationship between conflict and business performance and the result came out as expected, the more conflict there is the less business performance. Little difference was found in sales branch and agency on that aspect.