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Article
Publication date: 6 March 2017

Tamara Keszey and Wim Biemans

This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and…

1622

Abstract

Purpose

This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and marketing’s use of information from sales, and whether this effect is contingent on marketing’s power within the firm.

Design/methodology/approach

Cross-sectional survey data were collected from 338 large-scale Hungarian firms. Structural equation modeling and bootstrap procedures were used to test the hypotheses.

Findings

The effect of cross-functional trust on marketing managers’ use of sales information is fully mediated by sales–marketing integration and marketing’s perception of information quality. However, the power of marketing within the firm moderates this mediating relationship.

Research limitations/implications

This paper provides empirical evidence concerning the mediating mechanisms of transferring cross-functional trust to marketing’s successful use of information from sales. The findings imply that cross-functional trust can improve marketing managers’ use of sales information of firms with powerful marketing units by facilitating integration, whereas it can improve the use of sales information of firms with low marketing power by improving marketing managers’ perception of information quality from sales.

Originality/value

This is the first study that models and empirically investigates marketing managers’ use of information collected by sales. The current study conceptually links and advances extant knowledge on the literatures on the sales–marketing interface and utilization of market information at the individual level and increases the understanding of how cross-functional trust contributes to information use under different contingencies of marketing power.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 December 2020

Chris I. Enyinda, Abdullah Promise Opute, Akinola Fadahunsi and Chris H. Mbah

The purpose of this paper is to understand marketing–sales–service (M-S-S) interface from the point of how social media marketing (SMM) platforms are prioritized and…

3077

Abstract

Purpose

The purpose of this paper is to understand marketing–sales–service (M-S-S) interface from the point of how social media marketing (SMM) platforms are prioritized and associated business-to-business (B2B) sales process influence. This study also seeks to understand whether effective triadic alignment is achieved between marketing, sales and service.

Design/methodology/approach

This study combines literature review and the analytical hierarchy process model. In total, 30 M-S-S managers of a multinational electronics firm situated in Africa and the Middle East participated in this study. The authors collected data from M-S-S managers during training sessions on marketing, sales, service alignment and SMM role in sales process.

Findings

In their drive for customer orientation and improved organizational performance, marketing, sales and service managers view understanding the customer as the most important sales process attribute. Considered second most significant sales process attribute is needs discovery, whereas approaching the customer is ranked the least important. From the ratings of sales process attributes evaluation and rankings of SMM platform alternatives, the results show a significant hierarchical influence of Facebook, LinkedIn and Twitter on sales process. The results also show an enabling influence of SMM activity on M-S-S interface alignment.

Research limitations/implications

This study has a twofold limitation. First, it explored only one major B2B firm in the electronics industry. Second, only the African and Middle East settings are considered in this study. These limitations could be addressed in future research.

Practical implications

This paper provides practical insights into how M-S-S managers may leverage social media to enhance customer orientation and boost organizational performance. The use of SMM can help M-S-S managers of the focal firm to predict purchase behavior of customers more accurately and as a result effectively manage and improve sales performance. In that drive of using SMM-based competitive intelligence to deliver superior customer experience and enhance sales performance, B2B marketing-oriented firms can also leverage the interdependence (information sharing and involvement) in the M-S-S interface during the SMM activity to enhance triadic alignment.

Originality/value

This study contributes to the literature by developing a framework for modeling SMM influence on M-S-S and B2B sales process to deliver superior customer experience and drive business performance.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 13 October 2020

Viktoria Sundquist and Lisa Melander

This paper aims to investigate how various organizational interfaces between firms, units and functions, and the interplay between them, are developed and mobilized in…

Abstract

Purpose

This paper aims to investigate how various organizational interfaces between firms, units and functions, and the interplay between them, are developed and mobilized in product development processes.

Design/methodology/approach

The theoretical framework is based on the industrial network approach, including interactive resource development and the concept of organizational interfaces. A single case study is conducted at a world-leading industrial tool manufacturer, illustrating how resources are combined over time, crossing boundaries of firms, units and functions in the development of a hand-held digitalized tool for quality assurance in the production of cars. Data have been collected through semi-structured interviews, with additional data in the form of project reports, internal documents and practices for external collaboration.

Findings

In addition to inter-organizational interfaces, the study identifies a typology of scouting, embarking and integration interfaces at unit level (geographically spread units of one multinational corporation) and interpretation and reciprocal interfaces at function level. The conclusions show that these interfaces affect the outcome of three aspects of the product development process: product characteristics and functionality features, system integration and organizational network extent. Existing interfaces serve as a platform for developing interaction further and provide the interfaces with new content, thus moving between different types of interfaces. Product development processes also involve new interfaces where there was no previous interaction between the parties.

Research limitations/implications

This research has implications for the interplay between interfaces in cases involving multiple external and internal actors in resource combining efforts.

Practical implications

External interactions between firms influence and impact internal activities and resources. Managers need to be aware of the complex interdependencies between external and internal interfaces and resources. Managing organizational interfaces is about both exploiting established interfaces and developing new ones. Consequently, existing interfaces may be activated differently to align with new interaction purposes, which, in turn, requires efforts to combine resources according to the new conditions.

Originality/value

Previous research contains a typology of organizational interfaces between customers and suppliers. The study expands on this research by identifying internal interfaces between units and functions.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 11 May 2022

Chris I. Enyinda, Charles Blankson, Guangming Cao and Ifeoma E. Enyinda

Rising expectations for exceptional customer experiences demand strategic amalgamation of cross-functional, customer-focused teams (marketing/sales/service departments)…

Abstract

Purpose

Rising expectations for exceptional customer experiences demand strategic amalgamation of cross-functional, customer-focused teams (marketing/sales/service departments). However, the long history of interface conflicts between functional teams continues to attract research attention. Past research has given more attention to conflicts between marketing and sales teams than to triadic interface conflict between custom-focused teams and their sub-conflicts in a business-to-business (B2B) sales process. The purpose of this research paper is to quantify the triadic interface conflicts and associated sub-conflicts between customer-focused teams, discuss conflict resolution strategies and perform a sensitivity analysis (SA) to give a fuller account of functional team conflict.

Design/methodology/approach

Multi-criteria decision-making (MCDM) based in the analytic hierarchy process (AHP) is proposed for identifying and resolving conflicts in customer-focused team interfaces. A group of 30 managers of a large electronics company participated in this research. The authors collected the data from customer-focused team managers during training sessions on interface conflicts and conflict management/resolution strategies. The authors perform SA to test the robustness of conflict resolution strategy rankings.

Findings

The findings reveal that managers adjudge task as the most crucial conflict attribute driving teams apart, followed by lack of communication. For the sub-conflicts, managers considered how to do the task as the most important conflict attribute, followed by lack of regular meetings. For conflict resolution strategies, managers regarded collaboration or integration as the overall best strategy, followed by compromise. Leveraging the AHP-based MCDM to resolve customer-focused team interface conflicts provides managers with the confidence in the consistency and the robustness of these solutions. By testing the SA, it is also discovered that the final outcome stayed robust (stable) regardless when the priorities of the main criteria influencing the decision are increased and decreased by 5% in every combinations.

Research limitations/implications

This study examined only a large B2B company in the electronics industry in African and Middle East settings, focusing on interface conflicts among customer-focused departments. Future research could address these limitations.

Practical implications

This paper advances our understanding of customer-focused team interface conflicts in a B2B sales process. It also provides valuable insights on effective management of major and sub-interface conflicts. This paper provides a framework for and practical insights into how interface conflicts that are prevalent in marketing, sales and service sectors can be resolved to improve customer experience and business performance.

Originality/value

This study contributes to the literature by developing an AHP-based MCDM, which not only extends our conceptual understanding of the interface conflicts between customer-focused teams by emphasizing their triadic nature but also provides valuable strategies and insights into the practical resolution of such conflicts in a B2B firm’s sales process. Methodologically, SA is valuable to ensuring the robustness of the conflict resolution strategies’ rankings that will influence relevant pragmatic decision-making.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 July 1997

Edward A. Morash, Cornelia Dröge and Shawnee Vickery

Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive…

1684

Abstract

Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive advantage is more likely to emanate from interfunctional process integration than individual function (sub) optimization. Also identifies logistics’ unique role as a boundary‐spanning interface between marketing, production, and new product development, as a potential source of competitive advantage. In terms of overall business performance, logistics followed by new product development are shown to have the greatest impact on profitability and growth. Further, logistics interface capabilities of customer service and logistics quality have the greatest independent impacts on business performance. In total these results imply that logistics, new product development, and demand‐management capabilities may provide firms with that extra competitive edge which shows up in “bottom line” performance. States that the relatively neglected areas of logistics boundary spanning and production customer service also deserve attention.

Details

International Journal of Physical Distribution & Logistics Management, vol. 27 no. 5/6
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 1 October 1996

Edward A. Morash, Cornelia Dröge and Shawnee Vickery

Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive…

3066

Abstract

Investigates performance relationships for interfunctional process integration and specific logistics interface capabilities. The results indicate that competitive advantage is more likely to emanate from interfunctional process integration rather than individual function (sub) optimization. Logistics’ unique role as a boundary spanning interface between marketing, production, and new product development, is also identified as a potential source of competitive advantage. In terms of overall business performance, logistics followed by new product development are shown to have the greatest impact on profitability and growth. Further, logistics interface capabilities of customer service and logistics quality have the greatest independent impacts on business performance. In total, these results imply that logistics, new product development, and demand‐management capabilities may provide firms with that extra competitive edge which shows up in “bottom‐line” performance. States that the relatively neglected areas of logistics boundary spanning and production customer service also deserve attention.

Details

International Journal of Physical Distribution & Logistics Management, vol. 26 no. 8
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 4 March 2014

Nusa Fain and Beverly Wagner

This paper takes an exploratory approach towards understanding the applicability of established theoretical frameworks for cross-functional integration in different global…

1302

Abstract

Purpose

This paper takes an exploratory approach towards understanding the applicability of established theoretical frameworks for cross-functional integration in different global environments. In particular, the role of culture is considered as its impact on organizations may affect the ability to create a global generic model for cross-functional integration in product development. In order to achieve this aim, the paper will explore two cases from different cultural environments, namely that of Slovenia and the UK.

Design/methodology/approach

The authors compare two different companies, based on their case profile and cultural background. Both are heavy engineering companies involved in product development, one originating in the developing economy of Slovenia, the other from the developed UK economy. The authors have employed a mix methodology, including literature and documentation analysis, questionnaire surveys and interviews.

Findings

Combining organizational climate and consequently informal cooperation with formal organizational schemes, when allowing moderate levels of authority, can be beneficial for NPD success and R&D-marketing integration. These findings confirm the theoretical principles of Gupta et al., but are to some extent actually directly connected to NPD success, rather than to the R&D-marketing interface. The framework might be valid when exploring a large sample of companies at national levels, but needs further specifications and expansion when employed in a single case company. Furthermore, the two studied cases show that special care needs to be placed on taking account of cultural differences, when employing NPD in different locations/international business units.

Originality/value

The paper presents a case comparison of cross-functional integration in two different cultural contexts. From this exploratory research, the main contribution highlights the key role of cultural context in developing effective cross-functional interfaces in product development.

Details

European Business Review, vol. 26 no. 2
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 4 June 2018

Madhavi Latha Nandi and Jacob Vakkayil

The purpose of this paper is to adopt two different perspectives of an organization’s absorptive capacity, namely, the asset perspective and the capability perspective, to…

Abstract

Purpose

The purpose of this paper is to adopt two different perspectives of an organization’s absorptive capacity, namely, the asset perspective and the capability perspective, to examine its impact on enterprise resource planning (ERP) assimilation. While prior IT knowledge represents the asset perspective, organization’s combinative capabilities – formalization, cross-functional interfaces and connectedness – represent the capability perspective of absorptive capacity.

Design/methodology/approach

The study develops a hypotheses-based theory of absorptive capacity. Data for hypotheses testing are collected from Indian organizations using a cross-sectional survey method. Partial least-squares technique is used to test the proposed hypotheses.

Findings

The results reaffirm earlier work showing the importance of connectedness and cross-functional interfaces in ERP assimilation; other two factors (prior IT knowledge and formalization) were not found to be positively related to ERP assimilation. To obtain more insights regarding the latter unexpected results, the study checked the interaction effect of the nature of company ownership (private or state-owned). The results pointed to the existence of a negative relationship between prior IT knowledge and ERP assimilation particularly in the case of private organizations compared to state-owned organizations.

Originality/value

Previous studies on ERP have predominantly examined the influence of absorptive capacity on ERP implementation outcomes at the user level. The present study focuses on absorptive capacity at the organizational level using two perspectives. By utilizing two perspectives on absorptive capacity, namely, the asset perspective and the capabilities perspective, it illustrates how different aspects of absorptive capacity can be brought to light while studying its impacts.

Details

Business Process Management Journal, vol. 24 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 22 April 1998

James A. Stephens and Jeffery Archambault

For competitive reasons, many business organizations are becoming more flexible in their operation and cross‐functional in design. Increased emphasis on satisfying the…

214

Abstract

For competitive reasons, many business organizations are becoming more flexible in their operation and cross‐functional in design. Increased emphasis on satisfying the final consumer has led businesses to recognize that value contributions, from internal and external organizational members in the value‐chain, are necessary to efficiently and effectively reach expected levels of customer satisfaction. This broadened cross‐functional and networked perspective has placed greater emphasis on the role performed by all components in the value‐chain. Several changes in marketing such as an emphasis on data‐based marketing, a value‐added focus, a market‐response orientation, and accountability of marketing effort are critical components of this broadened perspective. Additionally,several changes in management accounting such as the use of activity‐based‐costing, focus on strategic cost management, and target‐costing have come together to make this integrated perspective possible. This paper explores how integration of these trends, particularly the trends of data‐based marketing and activity‐based‐costing, can improve customer satisfaction and lead to long‐term competitive advantages.

Details

American Journal of Business, vol. 13 no. 1
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 25 February 2014

Chris Ellegaard and Christian Koch

– The purpose of this article is to generate theory on how functional integration and conflict interrelate by studying the interface between production and purchasing.

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Abstract

Purpose

The purpose of this article is to generate theory on how functional integration and conflict interrelate by studying the interface between production and purchasing.

Design/methodology/approach

An interpretive single case research methodology is adopted. The authors rely on in-depth interviewing of managers in the production and purchasing functions of a construction company, as well as by its suppliers.

Findings

Given low functional integration, antagonistic reasoning within each function and resultant conflicting behaviors are allowed to develop in a negative cycle, escalating the conflict between purchasing and production. This process leads to the creation of two opposing functional sourcing models that serve as blueprints for behavior.

Research limitations/implications

The single case methodology was chosen to maximize depth and detail and form an ideal foundation for theory building. Future qualitative and quantitative studies should inquire further into the studied phenomenon to increase analytical and statistical generalizability of the proposed model.

Practical implications

The findings can help managers understand how poor integration between functions can develop into cross-functional conflict. Facing a conflicting functional relationship, managers must resort to conflict resolution methods, instead of attempting to integrate, as several integrative devices are not appropriate in conflicting interfaces.

Originality/value

The proposed model contributes by connecting the constructs of integration, group reasoning, and conflict, thereby generating knowledge on conflict development processes in cross-functional interfaces. Furthermore, the article contributes by uncovering the difficulties associated with implementing spend consolidation, a prevailing sourcing strategy.

Details

International Journal of Operations & Production Management, vol. 34 no. 3
Type: Research Article
ISSN: 0144-3577

Keywords

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