Editorial

As cross-cultural channel partnerships are increasingly developed by multinational companies to better serve their diverse global markets, conflict among international channel partners often creates potentially detrimental effects on overall channel performance. The impact of leadership styles to proactively reduce manifest conflict among channel partners, which, in turn affects channel partner performance was empirically investigated by Rajiv Mehta, Rolph E. Anderson, Alan J. Dubinsky, Jolanta Mazur, and Pia Polsa using data drawn from a crossnational sample of dealerships for new automobiles located in three countries (the United States, Finland, and Poland). The results reveal that the national culture of each channel partner determines which channel leadership style will be most effective in reducing conflict for improved overall channel performance. A standardized “one size fits all” leadership strategy for conflict management in international channels is unlikely to be successful. In other words, the leadership style for effective international channel management strategies should be flexible and fit the culture of the channel members. Channel members in the United States respond best to a directive leadership style that provides detailed direction and guidance to channel partners regarding overall channel goals, objectives, policies, and operating procedures. Here, frequent communication with channel partners is needed to ensure that all are aware of major issues facing the channel and that problems are dealt with promptly. Companies with channel partners in Finland should use a participative or supportive leadership style. This calls for open communication with channel partners, soliciting their feedback, and acting on their suggestions when making decisions on channel strategies, policies, and procedures. Channel leaders in Finland need to cultivate mutual trust, respect, and support among channel members. In addition, channel leaders should consider the needs of their channel partners, demonstrate concern for their wellbeing, create a mutually respectful atmosphere for communication, recognize channel partner achievements, and strive to build a cooperative team feeling throughout the channel. Due to the relatively embryonic stages of distribution channel development in Poland, the most effective leadership style for mitigating channel conflict is not clear at this time. Thus, further research is advocated to shed light on the linkages among channel leadership styles, manifest conflict, and channel partner performance. Until then, firms operating with Polish channel partners will need to be especially circumspect and alert in exercising channel leadership styles for managing conflict with their counterparts. In summary, for smoothly functioning channels with minimal conflict, companies need to adjust their channel management leadership style and strategies to fit the culture of their individual channel partners. The research by Michael Chih-Hung Wang, Shadab Khalil, Charles Blankson, and Julian Ming-Sung Cheng investigates the proposed premise that the provision of channel functions on exporters’ websites can increase firms’ exporting channel performance. Channel functions are activities and services that add value to goods delivered from manufacturers to customers. In the context of the Internet environment, two types of channel functions are examined: (a) online communication functions (i.e., the online