Abstract
The confusing, and often contradictory, implications for channel strategy emerging from existing theories and empirical studies of power, conflict, and control in marketing channels are discussed.
A contingency theory of organizational structure is integrated with propositions concerning the effects of conflict level of channel efficiency to illustrate a procedure for closing the action epistemic gap. Propositions derived from this synthesis of existing theories are presented for future testing.
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Lucas, G.H., Gresham, L.G. Power, conflict, control, and the application of contingency theory in marketing channels. JAMS 13, 25–38 (1985). https://doi.org/10.1007/BF02729934
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DOI: https://doi.org/10.1007/BF02729934