Channel conflict, an inevitable issue in channel relationship management (Dwyer, Schurr, & Oh, 1987), can be either a constructive or destructive variable in long-term relationships (Anderson & Weitz, 1992; Bucklin & Sengupta, 1993; Deutsch, 1969; De Dreu & Weingart, 2003; Moorman, Zaltman, & Deshpande, 1992; Grayson & Ambler, 1999;Anderson & Jap, 2005). Researchers classify conflicts as either functional or dysfunctional (e.g., Jehn, 1997): functional conflicts are generally task conflicts that can result in benefits to the team; dysfunctional conflicts are relationship conflicts that are harmful to team performance (Loughry & Amason, 2014). Functional conflicts promote channel relationships by motivating positive effects (e.g., innovation, improved decision-making quality, productivity, and value co-creation) (Amason, 1996; De Dreu, 2006; Mele, 2011; Skarmeas, 2006) and by impeding the “dark side” of long-term relationships, such as their tendency to hinder innovation and inhibit the ability to discover problems (Anderson & Jap, 2005; Grayson & Ambler, 1999; Mooi & Frambach, 2012; Moorman et al., 1992). Therefore, examining the mechanisms of functional conflict in long-term relationships has attracted the attention of management scholars. Accordingly, Webb and Hogan (2002) classifies the consequences of functional conflict as either relationship-related (e.g., satisfaction) or performance-related (e.g., productivity), the two most important outcome variable groups in channel marketing (Anderson & Narus, 1990; Brown, Lusch, & Nicholson, 1996; Pantelia & Sockalingam, 2005).