Abstract
This paper posits an antecedents and consequences model of constructive conflict (or the benefits derived from cross-functional conflict). The managers of a sample of innovating Spanish firms perceive positive changes when the parties in conflict: (1) exchange information to solve problems; (2) emphasize their common interests; and (3) make an effort to maintain good relations. The results of the study also indicate that collaborating to seek a solution to conflicts between areas indirectly influences the new product programme performance through constructive conflict. © 2017 Wiley. All rights reserved.
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