Channel conflict (CC) is a pervasive and challenging issue that managers frequently encounter. Researchers have been investigating CC for over fifty years, particularly relevant now with digitalization enabling firms to go direct-to-consumer (D2C). Given this influx of digital technologies, this study aims to systematically document the accumulated knowledge that aids managers in addressing these challenges while guiding researchers in future inquiries.
The study analyzes 489 research articles from the Scopus database. Through science mapping and performance analysis techniques, the study reveals the intellectual structure of CC research by examining its contributions and interrelationships. To enrich our findings, the study conducts in-depth interviews with industry experts.
The study identifies six key themes: multichannel conflict resulting from technological integration, pricing, partner dynamics, franchising relationships, supply chain coordination and consumer choice. Furthermore, it highlights gaps for future research based on these themes and the subsequent technology-driven disintermediation.
The study demonstrates that offline-first and digital-first firms experience disintermediation and intermediation, which exacerbates CC. The results yield four configurations that elucidate the CC phenomenon stemming from these firms’ adoption of digital and offline channels. This technology-driven disintermediation, prompted by supplier encroachment, bypassing intermediaries, intensifies CC, leading us to propose future research questions.
This is a comprehensive review of CC literature with implications for business-to-business and channel managers. The findings are based on a multi-method analysis using bibliometrics analysis and in-depth interviews.
