Interdepartmental Conflict and Supply Chain Coordination Performance in Manufacturing Firms
DOI:
https://doi.org/10.54536/ajebi.v5i2.7888Keywords:
Information Sharing, Interdepartmental Conflict, Manufacturing Firms, Relationship Conflict, Supply Chain Coordination Performance, Task ConflictAbstract
This study examines the effects of interdepartmental conflict on supply chain coordination performance in manufacturing firms, with information sharing as a mediating mechanism. Drawing on Social Exchange Theory, Information Processing Theory, and Supply Chain Integration Theory, the study distinguishes between task conflict and relationship conflict and investigates their different effects on information sharing and coordination outcomes. Data were collected from 400 respondents working in manufacturing firms and analyzed using partial least squares structural equation modeling. The results show that task conflict positively influences information sharing and supply chain coordination performance, whereas relationship conflict negatively affects both outcomes. Information sharing has a positive effect on supply chain coordination performance and partially mediates the relationships between task conflict, relationship conflict, and coordination performance. The findings indicate that constructive task-related disagreement can enhance coordination by stimulating information exchange, while relationship conflict weakens coordination by reducing openness and cooperation among departments. This study contributes to conflict management and supply chain literature by identifying information sharing as a key mechanism linking interdepartmental conflict to internal supply chain coordination. Practical implications are provided for manufacturing managers seeking to improve coordination through constructive conflict management and stronger information-sharing practices.
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