• Journal of Distribution Research
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• v.17 no.3
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• pp.93-113
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• 2012

Early conflict research in channel and organization area have focused on the definition of conflict construct, its cause, consequence and identified conflict resolution management. Recent studies about conflict, however, have explored new assumption of complexity, a multidimensional conflict construct, contextual conflict management strategies, positive and negative conflict/consequence, and the conflict resolution strategy. Although many literatures exists on channel conflict resolution, little research has been done about relationship learning and performance from conflict resolution perspective. This study explores how channel members can achieve a relationship learning, as a conflict resolution mechanism, which enhance co-created value in marketing channel relationship. Therefore we propose that conflict resolution strategies(collaborating behavior and avoiding behavior) influence channel performance(effectiveness and efficiency) through relationship learning processes(learning via information exchange, joint interpretation and coordination, relationship-specific knowledge memory), in view of buyer-seller relationship. The research model is shown at

• 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.

• Journal of Distribution Research
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• v.11 no.4
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• pp.31-48
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• 2006

This study was motivated by a recent channel conflict on subsidies for mobile handset between a service provider and a handset manufacturer in the mobile communication market. In this study, we have developed a two-person non-zero sum game for the channel conflict on subsidies for mobile handset, and derived its optimal strategic game solution. As a result, we have found that, between the service operator and the handset manufacturer, one who has high level of market leadership in his own market has a power to affect the optimal strategic game solution. We have also found that, when the service operator and the handset manufacturer have relatively high level of market leadership in their own market, there exist both of potential channel conflict and cooperation. The result of this study may provide an effective reference for a solution of similar channel conflicts.

• The Research Journal of the Costume Culture
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• v.7 no.6
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• pp.41-53
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• 1999

Fashion marketing channels experience conflicts inevitably because of constant interaction among fabric producers, apparel manufacturers, contractors, and retailers. However, it is rarely that attempts has been made to identify causes of conflicts in distribution channel of fashion industry. The purpose of this study was to explore causes of conflicts from the standpoint of a contractor. For this study, data were collected from the owner or the manager represented with a contractor in fashion maketing channels. By means of in-depth interviews with multiple informants, their statement was analyzed qualitatively. From analysis of the resulting data, the causes of conflict were associated with two broad sets, attitudinal and structural differences between apparel manufacturers and contractors. First, attitudinal sources of conflict were identified as perception of subordinated relationships between channel members, delayed announcement on order changes, difficulties in communication by using different terms, different expectations between channel members in controlling product quality, and lack of credit in inspecting products. Second, structural sources of conflict involved unilateral decision on wages for contracting, lengthy payment period derived from a bill of credit, deficient autonomy in selecting auxiliary suppliers, unreasonable issues on lead time, and unfair transaction in selecting a contractor or inspecting finished products. There are limitations on generalization due to the results based on interviews, but this study will be a useful exploratory step before designing a large scale survey.

• The International Journal of Costume Culture
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• v.3 no.1
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• pp.41-52
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• 2000

The Purposes of this study ar (1) to identify types and levels of channel conflicts between an apparel manufacturer and a franchised agency, (2) to investigate the effect of economic dependence on conflicts, and (3) to examine the effect of conflicts on satisfaction in a franchised agency's perspective in distributive channel of Korean apparel industry. For this study, questionnaires were administered to the owner or manager of 300 franchised agencies. Employing a sample of 209, data were analyzed by using means, factor analysis, pearson correlation and multi-regression analysis. Major findings are as follows: 1) Types of conflicts between apparel manufacturers and franchised agencies are identified as goal divergence, difference in perception, ineffective communication and lack of role clarity. The highest level of conflicts are lack of role clarity, followed by goal divergence, difference in perception and ineffective communication. 2) Economic dependence leads to channel conflicts in part. Greater levels of economic dependence foster greater conflicts such as lack of role clarity and lower conflicts such as ineffective communication. 3) With respect to effect of conflict on satisfaction, the greater the levels of conflict, the lower the degree of satisfaction with ole performance and with business decision and overall satisfaction.

• Journal of Distribution Research
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• v.3 no.1
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• pp.123-143
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• 1998

The aim of this paper is to investigate the women's apparel distribution channel in the well-known department stores located in the central Seoul area. Since the department store has its reputation, information and enormous buying power, it is the one of the major leading retails in the women's apparel industry. In doing so, the relationship between the channel members in terms of the level of dependence, power sources and perceived conflict and manifest conflict has been studied. Particularly, based on French and Raven's power sources, position source is added. It refers to a channel member's (Merchandizer in the department store) source over another based on the expection the former (Merchandizer in the department store) will be able to allocate the location and size of the store influencing the latter's sale and profit. The key informants are the merchandizers who work in the apparel companies contracting with major department stores. Finally, of the 284 questionnaires collected, 235 are usable. The hypotheses are tested through LISREL. The results of statistical analysis support that : Dependence has a positive effect on noncoercive bases of power. Coercive bases of power have a positive effect on manifest conflict as well as perceived conflict while noncoercive bases of power have a negative effect mainly on manifest conflict. Thus, the relation between the major department stores and the women's apparel companies in there seems to have bilateral dependence rather than highly unilateral dependence.

• 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.

• The Journal of the Korea Contents Association
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• v.19 no.4
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• pp.150-161
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• 2019

This study analyzed the impact of social trust and conflict perception of news users on news use. To this end, 548 adults aged 20 and under 69 were surveyed online. The analysis results are as follows. First, the level of awareness of social conflict has been shown according to people's political orientation. Second, the higher the trust in society, the greater the use of news regardless of land-based, comprehensive, and online channels. Third, the perception of social conflict was related to the use of news through JTBC, TV Chosun, Channel A and YouTube. Fourth, the age and political orientation of news users influenced the use of news by channel. Finally, the more progressive the tendency was to use news through JTBC or to watch news on portals. On the other hand, the more progressive the use of news through three terrestrial broadcasters, TV Chosun, and Channel A decreased. In conclusion, this study is meaningful in terms of the user-oriented discussion of the news environment and the impact of an individual's social perception on news use.

• Journal of Distribution Research
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• v.10 no.2
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• pp.49-72
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• 2005

As interdependence and conflict are important to the understanding of channel interactions, many researchers have studied their relationship. Identifying the relationship between interdependence and conflict will help understanding an exchange relationship. In social science, the relationship between interdependence and conflict is explained by two contradictory theories, and there are also inconsistent results in marketing science. The authors suggest non-linear relations between asymmetric interdependence and conflict, based on bilateral deterrence theory and conflict spiral theory. Using survey data from industrial market, we demonstrate that there is an inverted U-shaped relationship between asymmetric interdependence and interfirm conflict. The result show, as the magnitude of interdependence is high. the hypothesis on the non-linear relationship between asymmetric interdependence and conflicts is acceptable on both suppliers and distributors. Finally, we discuss several theoretical implications and suggest limitations and future research issues.

• Journal of Distribution Science
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• v.13 no.6
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• pp.79-86
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• 2015

Purpose - The cosmetics industry is a traditional high value-added industry in terms of the domestic demand, small batch production systems, exclusive competition, and raw materials highly dependent on overseas countries as well as an oligopolistic market structure. However, new foreign brands and growing consumer awareness of inexpensive products, has triggered a shift. In line with changing lifestyles and the polarization of consumption, the industry faces a new market structure. Among its key characteristics is the cosmetics industry's numerous distribution channels (i.e., department stores, door-to-door sales, online shopping malls, brand shops, and discount stores). Therefore, the study of its distribution channels is essential. Research design, data, and methodology - The study analyzed channel distribution power divided into coercive and non-coercive power. The factors of coercive power included: unilateral request of an increase in commissions, interference in sales by taking advantage of a superior status, unilateral buck-passing at the time of a problem, unilateral request to stop sales activities, and a unilateral business contract; the factors of non-coercive power included favorable payment conditions, offers of various kinds of information, policy on commission reduction, pride in market entrance, and promotion support. In addition, the mediating variable "interdependence" was applied to the execution of department store (or mart) power and their shop conflicts and satisfaction to examine direct and indirect influential power. The methodology was a survey of managers of cosmetics shops in department stores (or marts). The questionnaire, based on a five-point Likert scale, included questions about basic personal information, execution of power, interdependence, conflict, and satisfaction. The study distributed 198 questionnaires and collected 131. Ten questionnaires with missing or hard to analyze data were excluded. Thus, 121 copies were analyzed. Results - According to the analysis, the execution of coercive power by department stores (or marts) did not affect interdependence, but the execution of non-coercive power did. Interdependence did not influence conflict, but did affect satisfaction. Additionally, the analysis revealed direct influential power: the execution of coercive power positively affected conflict and negatively influenced satisfaction; the execution of non-coercive power positively affected satisfaction. Conclusions - To offer suggestions for distribution business relations in the cosmetics industry, this study investigated how the execution of power by department stores (or marts) affected their shops. More specifically, it examined how much the execution of both coercive power and non-coercive power influenced conflict and satisfaction, and analyzed the mediating role of interdependence. In line with previous study results in various areas, coercive power was shown to be the source of conflict, leading to a decrease in satisfaction, whereas non-coercive power significantly positively influenced satisfaction. Moreover, non-coercive power increased interdependence, which led to greater satisfaction. As a result, interdependence had a mediating effect on non-coercive power and satisfaction. Based on the results, department stores (or marts) should look for improvements plans that increase interdependence. Such plans could alleviate conflict with the shops, increasing their satisfaction.