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The purpose of this study is to investigate how cross-functional integration supports the execution of the demand-side processes and its effects on both the demand and supply-side processes.

A case study was conducted including a Brazilian multinational manufacturer in the automobile industry and some of its suppliers and dealers. 17 interviews were conducted. A theoretical framework is proposed containing five basic elements, they are: characteristics of the demand/supply processes; involved functions; integration factors; context influencers and impacts of integration on demand and supply processes.

The findings present three demand-side processes (Product Launch, Marketing and Sales and Demand Planning) that demonstrated a greater need for cross-functional integration in the studied case, mainly through informal integration factors.

The empirical results of this study have methodological limitations due to the use of the case study method. Future research should analyze the effects of other context influencers (e.g. natural catastrophes, civil wars and low level of unemployment) on cross-functional integration.

The results highlight that joint planning, willingness to work together, team spirit, adequate communication and cross-functional meetings helped the studied organizations to achieve competitive advantages and improve their performance.

This study provides a theoretical framework that helped to improve the understanding of the interrelationships between demand management constructs and cross-functional integration factors. There are indications that a political–economic crisis has stimulated the existence of a willingness to work together and group spirit among employees who remain in the organization after mass dismissals. This climate of cooperation helped to increase the agility and resilience of the studied supply chain, which is currently affected by a changing market.

The purpose of this paper is to develop a model to predict the antecedents of the integration level among marketing, logistics and production, considering the influence of formal and informal factors that generate integration and the existence of conflicts.

A survey of 179 participants from all regions of Brazil was conducted. A parsimonious model including four dimensions and 34 variables was developed through confirmatory factor analysis and structural equation modeling.

The field data corroborate studies dealing with the impact of various formal and informal integration factors on the cross-functional integration level as a construct. Furthermore, this paper concludes that the level of cross-functional can be defined as: the intensity of the relationship among internal functions which can be measured by the mutual existence of formal and informal factors and the absence of manifest conflicts.

The findings of this paper cannot be generalized because of the convenience sampling. Future research could apply a probabilistic sampling and try to explore other geographical settings in both national and international contexts.

The proposed model can generate important information for managers by pointing out variables that can predict the integration level and their impacts on the organizational performance. The paper concludes with examples about how the model could be useful in several practical situations.

This paper proposes a model with reasonable accuracy to predict the integration level and overcomes prior research limitations with respect to models to predict the antecedents of the integration level, particularly the role of conflicts in the integration processes.

The purpose of this study is to analyze cross-functional integration processes and their respective impacts on resilience capabilities, with particular emphasis on collaboration, in an automotive supply chain.

A case study was conducted in an automotive supply chain through 18 in-depth interviews with managers from six different companies, namely, two suppliers, one focal manufacturer and three customers. The automotive industry is one of the most vital industries in the Brazilian economy and is still recovering from the 2015 financial crisis, making it an interesting case for this research.

The findings reveal several links between resilience and cross-functional integration literatures through the analysis of three basic categories, namely, disruptions (lack of product, interruption of production, delivery delay, organizational bankruptcy and sales loss); capabilities (redundancy, flexibility, adaptability, collaboration, visibility and agility); and integration factors (cross-functional meetings, adequate communication, longevity of relationships, cross-functional training, recognition of interdependence and the consideration given to informal groups).

This research addresses several implications for practitioners. Managers should pay attention to the cross-functional teams, which may provide internal collaboration, and hence collaboration in the supply chain.

This paper suggests a new concept for the collaboration capability. According to the results, collaboration is the capability of dealing with formal and informal factors to integrate both the internal functions and supply chain members, which can provide visibility, agility and adaptability toward supply chain resilience.

The purpose of this research is to identify the cross-functional factors and their impact after exploratory factor analysis (EFA), especially in B2B context and constructing a model to interpret and quantify the influences (sales performance score) specifically to the IT/ITES companies.

Getting answer for a corporate that where its current stand in the industry is important for the strategy making, especially for the sales team. Few academic researches charted direction toward cross-functional sales factors, but getting answer whether we can quantify that sales performance and identify what is the numeric benchmark value, is difficult. For the companies to understand the need to focus on which cross-functional factors and when, is also difficult.

After 1,079+ literature study, concluded with the 25 antecedents strongly used in previous studies and 8 more on after focused group study, pilot study and discussion with the industry leaders, 35 questions addressing 33 indicators collected in 10 months duration from 310 sales professionals, 90+ IT companies. Three samples were removed as outliers using “Mahalanobis Distance Test” for multivariate analysis, dropped two variables by “Missing value Not at Random” (MNAR). Final 15 determinants of cross-functional sales performance indicators forming four best factors with very high reliability after EFA to form a future formative model and sales performance score.

(1) In this study no moderator and mediator effect are analyzed. (2) This study is the precursor to the final model construction. (3) Business down due to recession, global pandemic, terrorism, earthquake, war etc. are not considered during this analysis and study. Only the cross-functional reasons for natural business down have been considered and analyzed. (4) Exact “Sales Performance Score (SPS)” should be calculated after model forming, adjusting and confirmatory factor analysis.

(1) The major implication of this study would be for IT/ITES companies. It will be very easy for them to quantify the sales performance and measure that scientifically. (2) There will be a way to measure, predict and take measurable actions in case sales performance of the company downfalls. (3) Also the impact will be known to the top management of the company well in advance so that they can make the proper strategy. This will be very useful in current situation when measuring business outcome and make strategy well in advance is of any company's utmost priority.

Focusing on these identified factors companies can improve its sales performance. The authors contribute in creating a statistical model and computing a sales performance score, based on the final factor loading values, would be unique and unprecedented to measure the current industry performance by quantifying its standard or benchmark value for better strategic support toward the achievement of targets.

The purpose of this paper is to examine new product development (NPD) financial performance enablers through examining the roles of NPD capabilities improvement, NPD knowledge sharing and NPD internal learning in manufacturing organisations in Jordan.

Based on relevant literature review on NPD performance, a structured questionnaire was developed to collect data related to NPD performance measures. Questionnaires were distributed to a sample of 558 manufacturing organisations in Jordan, out of which 355 were returned and valid for the analysis. Exploratory and confirmatory factor analyses were applied to reveal NPD performance success dimensions that manufacturing organisations use to assess NPD performance success. Then, path analysis was employed to examine the research model and test its hypotheses.

The study’s findings reveal that manufacturing organisations use a multidimensional construct for assessing NPD performance success, which consists of NPD financial performance, NPD internal learning, NPD capabilities improvement, NPD knowledge sharing, and NPD marketing performance. NPD capabilities improvement exerted a positive and significant effect on each of NPD internal learning, NPD knowledge sharing, and NPD marketing performance, respectively. NPD knowledge sharing exerted a positive and significant effect on each of NPD internal learning NPD marketing performance. Each of NPD internal learning and NPD marketing performance exerted a positive and significant effect on NPD financial performance. The structural findings also indicate that 38.1 per cent (R2 is 0.381) of NPD financial performance is explained by the path of NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance, which is the strongest path in the empirical model.

The paper’s focus on manufacturing organisations limits its contribution to the manufacturing sector only. The services sector is a rich field for understanding NPD financial performance enablers in various service industries. Further, the paper focusses on only five dimensions of NPD performance success, other dimensions of NPD performance success might add more insights to their effect on NPD performance success measures especially their effect on organisational performance.

The findings of this study provide managers of manufacturing organisations with empirical insights related to the multidimensionality of NPD and their complex relationships to enhance NPD financial performance. The empirical findings assist managers to assess their NPD strategies, processes and implementation based on a results-oriented approach. The major contribution of the study is identifying the strongest paths of NPD financial performance enablers which reveals the complexity and criticality of NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance on NPD financial performance. The rationale is NPD financial performance is still the most important NPD performance success dimension amongst manufacturing organisations.

The originality of this paper stems from developing and testing a multidimensional model of NPD financial performance enablers for the first time in emerging markets, Jordan. NPD financial performance is a function of other areas of NPD performance dimensions, namely; NPD capabilities improvement, NPD knowledge sharing and NPD marketing performance. This empirical evidence is provided to managers for the first time by this study.

While there have been many studies on new product development issues, there have been relatively few that deal with new service development. This study investigates the banking and insurance sectors in South Africa. A comprehensive literature review was undertaken and propositions formulated. A study of new service managers was undertaken to establish success and failure factors in developing new banking and insurance services. The results are reported from both sectors and the differences between them are discussed. The implications for the financial services sector are dealt with in detail.

Digital lean implementation can solve the dual problem of stagnating quality and rising costs in healthcare. Although technology adoption in healthcare has increased in the post-COVID world, value unlocking using technology needs a well-thought-out approach to achieve success. This paper provides a prescriptive framework for successfully implementing digital lean in healthcare.

This study uses a mixed-method approach to achieve three research objectives. Whilst it uses a narrative review to identify the enablers, it uses qualitative thematic analysis techniques to categorise them into factors. The study utilises the delphi method for the thematic grouping of the enablers in the broader groups. The study used an advanced ordinal priority approach (OPA) to prioritise these factors. Finally, the study uses concordance analysis to assess the reliability of group decision-making.

The study found that 20 identified enablers are rooted in practice factors, followed by human resource management (HRM) factors, customer factors, leadership factors and technology factors. These results further counter the myth that technology holds the utmost significance in implementing digital lean in healthcare and found the equal importance of factors related to people, customers, leadership and best practices such as benchmarking, continuous improvement and change management.

The study is the first of its kind, providing the prescriptive framework for implementing digital lean in healthcare. The findings are useful for healthcare professionals and health policymakers.

The purpose of this paper is to characterize the cross-functional integration processes between marketing and logistics, while considering five basic elements: boundary spanning activities, integration factors, level of integration, formality/informality and impacts of integration.

After an extensive literature review, five case studies were performed and in-depth interviews conducted. Both within-case and cross-case analysis was performed to better understand the cross-functional integration processes between marketing and logistics.

A characterization of cross-functional integration in the form of a managerial framework was proposed. This framework presents the elements in a process view, instead of disconnected parts of the integration processes. The framework and process perspective helps to explain the integration process, the roles and impacts of integration within organizations, while considering cultural formality and informality.

Qualitative data collection and analysis methods cannot achieve amplitude with respect to sampling nor generalize results. In spite of this, the implications revealed by the propositions may be applied not only to Brazilian companies, but organizations in other countries as well, due to the high level of heterogeneity of the sample, and the fact that they represent multinational organizations. Therefore, further research using broad-based survey data could test the correlations between the elements of cross-functional integration processes.

The identification of the cross-functional integration processes within organizations can help managers to facilitate the efforts of integration between marketing and logistics, reducing conflicts and improving business performance.

Case studies focussing specifically on five Brazilian organizations help provide evidence for an initial definition of cross-functional integration processes by analyzing five key elements according to their characteristics and respective roles. This research provides a strong foundation for future broad-based survey research.

The purpose of this paper is to explore the role of cross‐functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of cross‐functional teams to improvement in operational performance.

The research uses a combination of qualitative and quantitative methods, in a two‐stage methodological approach, to investigate the influence of cross‐functional teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance.

Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has been used to find the structural relationships and provide explanations for the stated alignment and the contribution of cross‐functional teams to the improvement in operational performance.

The principal limitation of this study is its small sample size.

Cross‐functional teams have been used by many organisations as a way of involving expertise from different functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of cross‐functional teams, will assist organisations to properly utilise cross‐functional teams with the aim of improving operational performance.

The paper presents a new approach to measure the effectiveness of EIS implementation by adding new dimensions to measure it.

The customer enquiry management (CEM) process is of strategic importance in engineer‐to‐order contexts but existing literature does not adequately describe how firms support delivery date setting and order acceptance decisions in practice. This paper seeks to explore how and why the CEM process varies between companies in the capital goods sector, thereby taking a contingency theory approach.

Multi‐case study research involving 18 Italian capital goods manufacturers in four industrial sectors. Face‐to‐face interviews with senior representatives have been conducted. Companies have been grouped into five clusters, based on similarities in their CEM decision‐making modes, to aid analysis.

Three contingency factors were found to be particularly relevant in determining CEM modes: degree of product customization, flexibility of the production system, and uncertainty of the context. These factors affect the choice of specific CEM decision‐making modes. However, a high level of cross‐functional coordination and formalization of the process were found to constitute best practices whatever the contingency factors.

The research focuses on companies belonging to the Italian capital goods sector – findings may differ in other countries and sectors.

The results indicate that all firms, including small and medium‐sized companies, should implement high levels of cross‐functional coordination and formalization in their CEM practices, in order to improve their performance. For other aspects of the CEM process, including supplier and subcontractor monitoring, the company context will indicate whether these aspects are required, according to a need of matching the approach to CEM with specific sets of contingency factors.

This paper provides a rare insight into the CEM processes found in practice.