Description:
<jats:p>This article examines whether and how a company's division of segment- and task-related responsibilities among multiple sales channels affects the relationships in the multichannel (MC) system and, ultimately, the company's sales success. Building on open systems theory, the authors develop an overarching framework of organizational MC differentiation that distinguishes between two generic approaches: segment differentiation and task differentiation. They predict that these two approaches affect key relationship and performance outcomes of an MC system, but do so differently and contingent on key characteristics of the company's customers. Drawing on a multi-informant survey in a business-to-business context as well as on objective performance data, the authors find that segment differentiation tends to mitigate horizontal conflict and inhibit cooperation, while task differentiation reduces primarily vertical conflict and promotes cooperation. Moreover, depending on customer characteristics, segment differentiation may damage channel relationships overall and, in turn, limit company sales success, whereas task differentiation unambiguously promotes channel relationships and thus drives company sales success. These findings offer novel insights into the relationship and performance impact of MC systems’ organizational structure and provide useful guidance on how managers should allocate segment- and task-related responsibilities among multiple sales channels.</jats:p>