Internal multi-channel conflict: An exploratory investigation and conceptual framework

Multi-channel distribution is an increasingly important phenomenon in marketing, and the internal organizational dynamics associated with its use are strategically critical in nature. In this study, we focus on conflict internal to the supplier firm among the groups and individuals responsible for managing the various channels. We utilize a research approach consisting of four in-depth case studies with business-to-business marketing organizations to develop a holistic conceptual framework of internal multi-channel conflict and fourteen propositions for research. Results indicate that the life cycle stage plays a moderating role in determining the functionality of multi-channel conflict, that the supplier firm's internal market orientation is a determinant of the extent to which it will engage in internal multi-channel integration behaviors (i.e., superordinate goals, internal coordination and internal communication) and that internal and external multi-channel conflict are closely interrelated constructs.