Abstract
Given differing organizational needs and goals, underlying conflicts and tensions are an inherent part of buyer–seller relationships. This research presents and tests a conceptual framework examining the effect of the type of conflict (affective and task) in the relationship, the conflict management approaches used by the salesperson, and the subsequent quality of the buyer–seller relationship. The framework is tested using surveys completed by 235 salespeople in three industries. The survey results provide new insights on how salespeople can use conflict management behaviors to cope better with task and affective conflict and improve relationship quality with buyers.
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