Does managerial signalling behaviour affect conflict during NPD projects: an exploratory study

Cross-functional relationships during NPD projects have received considerable research

attention with an emphasis on achieving successful integration and avoiding harmful

conflict. The purpose of this paper is to develop and test an exploratory model examining

the effects of managerial signalling behaviour, at top management and functional level,

on conflict in cross-functional working relationships. Focussing on working relationship

between marketing managers and R&D managers in 184 new product development

projects in Australia this study examines the antecedents of conflict as reported by the

R&D Manager. This study provides empirical support for the proposition that while top

management actions are useful in facilitating integration, the way a manager perceives

their functional counterparts motives and intentions is a greater predictor of conflict

within NPD projects.