Different strategies of cross-channel integration and their effects on intra-channel manufacturer and distributor relationships

Purpose This study aims to introduce three cross-channel integration strategies − cross-channel consistency, sharing and collaboration − and examine whether and how they have different impacts on intra-channel manufacturer and distributor relationships and intra-channel cooperative performance. Design/methodology/approach This study designed a questionnaire and collected data from 246 manufacturers. The structural equation modeling approach is used to test hypotheses. Findings The results suggest that, first, cross-channel consistency has a negative effect on intra-channel conflict though having a nonsignificant effect on intra-channel coordination. Second, cross-channel sharing has a positive effect on intra-channel coordination and a negative effect on intra-channel conflict, respectively, which in turn enhances intra-channel cooperative performance. Third, cross-channel collaboration has a positive effect on intra-channel coordination which improves intra-channel cooperative performance, while it also has a positive effect on intra-channel conflict which either reduces or has no effect on intra-channel cooperative performance. Practical implications This study offers managers actionable insights by identifying different effects of the three cross-channel integration strategies on intra-channel manufacturer−distributor relationships and providing guidance for selecting appropriate strategies to enhance intra-channel cooperative performance. Originality/value This study separately examines the three cross-channel integration strategies and uncovers their different effects on intra-channel manufacturer and distributor relationships, a key consequence that has received limited attention in prior research.