Channel Structure and Conflict Management among Multinational Corporations (MNCs) in Ghana

Abstract

The research seeks to gain qualitative insights into channel structure and conflict management of leading multinational companies operating in Ghana. A case-study approach was adopted for this study. Data was gathered and analyzed qualitatively through interviews of managers of five multinational firms in Ghana. The companies were found to be practicing a three-level channel system, a combination of exclusive and intensive distribution strategies and a partial integration, thus limiting their control of the chain of distribution. The managements of the case companies have adopted some measures to mitigate the conflict-prone zones, which, in most cases, are not yielding the desired result of consolidating their channel operations. This research may have limited generalizability to all multinationals. The major contribution of this paper is that it helps in drawing out key issues of channel structure and conflict management in a developing economy context.