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.

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In the mixed-motive dyad of the headquarters-subsidiary relationship, subsidiaries often request more autonomy than headquarters concede. To shed light on subsidiaries' desire for autonomy, the authors investigate its consequences and determinants by drawing on reactance theory to develop an integrative framework focusing on marketing decision making in subsidiaries. The authors empirically test this framework with 133 international headquarters-subsidiary dyads from 29 countries. The findings show that a subsidiary's desire for autonomy can significantly impair the headquarters-subsidiary relationship. While the centralization and importance of marketing decision making can amplify this harmful desire for autonomy, the headquarters' competence in marketing decision making can reduce this desire. Thus, to minimize subsidiaries' desire for autonomy, headquarters should credibly display high competence while allowing subsidiaries to participate in decision making whenever possible.