Cross-functional bridge in dyadic relationship: Conflict management and performance implications

Abstract

Purpose

This paper aims to examine the use of Cross-Functional Bridge (CFB) in dyadic relationships towards enhancing organisational performance. Prior research has flagged conflict in interfunctional relationships. Research on managing such conflict context is, however, limited.

Design/methodology/approach

Analysing 20 in-depth interviews conducted in UK financial services organisations, this study explains how the CFB is used to manage interfunctional relationship conflict and enhance performance.

Findings

This study underlines three core insights about intragroup working relationship: cultural and disciplinary differences and boundary fencing are core features of, and conflict drivers in, the accounting – marketing interface; CFB is a tool for analysing and managing these conflict drivers; and organisations that use this tool achieve improved organisational performance, an outcome that is enhanced and sustained through the team psychological enhancement factor of the conflict management strategy. Also, this study underlines the need to ensure a fit between conflict management strategy and conflict types.

Research limitations/implications

This research has several limitations. It explores only accounting – marketing working relationship in UK financial services organisations. Also, it explores only relationship conflict and cultural and disciplinary diversity and boundary fencing factors. Finally, this study suggests a mediating influence of psychological well-being on the CFB – performance link, a conclusion that is based on a methodologically inadequate tool: causes and effects associations are better assessed quantitatively (Johnson and Onwuegbuzie, 2004).

Practical implications

The paper highlights insights for analysing and resolving conflicts towards harmonious dyadic relationships. Importantly, managers who use the flagged CFB tool would achieve psychological enhancement in team, and extendedly enhanced organisational performance. Managers are reminded of the need to adequately address the emotional substances in relationship conflicts, as failure to do this will lead to conflict escalation, transformation and negative performance.

Originality/value

The paper offers theory testing and theory building knowledge. The CFB insight is a major highlight, one that lays a brick for future development, especially concerning its modus operandi, motivators and how to maximize its performance value.

Citation

Promise Opute, A. (2014), "Cross-functional bridge in dyadic relationship: Conflict management and performance implications", Team Performance Management, Vol. 20 No. 3/4, pp. 121-147. https://doi.org/10.1108/TPM-06-2013-0019