Measures the extent to which conflicts arising within a new product development project are managed through an integrative approach — generating novel solutions that satisfy the underlying needs of the conflicting parties rather than resolving disputes through compromise or domination. The integration mode of conflict resolution fosters novelty in the customer knowledge development process by harnessing the creative potential of cross-functional teams while containing their destructive conflict potential. Items are administered with respect to a specific recent NPD project in which the respondent participated.
5-point Likert scale
Full scale items shown. Always cite the original source when using this scale in research.
Reliability note: Table 1 in the source paper reports construct reliability = .82; however, the CFA Appendix lists construct reliability = .71, and computing CR from the reported item loadings (.78, .68, .61) yields ≈ .73. The discrepancy is unexplained in the paper; the Table 1 figure (.82) is used here as it reflects the authors' own summary statistic. Functions as a significant moderator of the relationship between cross-functional NPD team creation and customer knowledge development (interaction β = .46, p < .01): the positive effect of cross-functional teams on CKD was substantially stronger when the integration mode of conflict resolution was high (b = .67, p < .01) than when it was low (b = .18, p < .10). Main effect on CKD also significant (β = .18, p < .05). In mediation tests, CKD completely mediated the effect of IMCR on new product performance.
Joshi, A. W., & Sharma, S. (2004). Customer knowledge development: Antecedents and impact on new product performance. Journal of Marketing, 68(4), 47–59.
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