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This study aims to draw on the strategy–structure–performance framework to investigate baseline supply chain (BSC) practices as a function of how firms structure logistics and marketing mix activities to achieve market share in the emerging market (EM) supply chain ecosystems.

The authors validate the study’s conceptual framework with survey data collected in two contrasting EM supply chain ecosystems. They include supply chains in EM economies with an advanced logistics/distribution infrastructure such as China and those in economies with poor logistics/distribution infrastructure such as Ghana. The authors use ordinary least squares regression and structural equation modeling analysis to examine the relative market share outcomes of different configurations of logistics-marketing practices (logistics-affordability marketing, logistics-accessibility marketing, logistics-acceptability marketing, logistics-and awareness and full integration into BSC).

Key findings confirm that the integration of logistics with marketing activities into BSC practice is more pervasive in EMs with high logistics performance index, such as China than in firms in EMs with low logistics performance index, such as Ghana. Moreover, the authors confirm that integrating logistics and marketing into BSC generates higher market share performance than logistics- or marketing-only practices in China and Ghana. These differences are driven more by the firm’s strategic orientation than the demands of competitive market conditions.

The study focuses on BSC integration activities in the logistics and marketing functions because researchers have not updated this issue for the past two decades.

The study results provide managers with much-needed empirical evidence of the strategic benefit of BSC integration under different supply chain ecosystems in the EMs.

Linking BSC activities in logistics management and marketing management mix activities within the 4As marketing mix framework provides evidence to support the argument that the 4As marketing mix is an appropriate planning framework for EMs’ unique ecosystems.

The purpose of this paper is to examine operational-level implementation issues regarding mergers and acquisitions (M&As) in general, and resource combination and integration at the functional marketing level in particular.

The paper introduces four factors (i.e. collaboration, interaction, marketing synergy, and the realignment of marketing resources) that support successful M&A marketing integration and enhance overall M&A performance.

The results indicate that marketing synergy and the realignment of marketing resources contribute significantly to the extent of integration. At the same time, the authors find a significant but negative relationship between the interaction dimension and the speed of integration.

The cultural integration of firms that feature different management styles and organizational cultures has been recognized as a particularly challenging aspect of cross-border M&As. This study explains factors that contribute to effective marketing integration in M&As.

This paper is to explore how cross-functional integration (CFI) of production-marketing can impact the firm's build-to-order (BTO) competitiveness, marketing performance (MP) and financial performance (FP).

Empirical study with the structural equation modeling approach is applied. Six hypotheses are constructed and tested based on survey data collected from Chinese manufacturing firms.

The survey data supports that production-marketing integration (PMI) improves BTO competitiveness (BTOC) and MP and that BTOC also positively affects marketing outcome which, in turn, impacts a firm's FP. The results reveal that CFI of production-marketing is an effective approach for achieving the BTO manufacturing strategy and can improve organizational performance.

The paper uncovers the role of CFI of production-marketing in BTO manufacturing strategy and its impacts on a firm's MP and FP and provides important managerial implications for practitioners to improve organizational time-based competitiveness and performance in today's time-based competition era.

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.

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.

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.

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.

This paper aims to evaluate the working relationship between accounting and marketing, exploring the nature and antecedents of their integration and consequences on firm performance.

The methodological approach in this study is twofold. First, a review of literature is used to identify core antecedents in the body of literature. Subsequently, four exploratory case studies were used in examining the antecedents of accounting–marketing integration from a frontier market perspective.

This study identifies information sharing and involvement as core elements of accounting–marketing integration; cultural diversity and management mechanisms (policy, structural and procedural justice) as antecedents of accounting–marketing integration; and country of origin as a mediating factor on the extent of association of some variables on their integration. Finally, this study establishes that there is a positive association between accounting–marketing integration and organisational performance.

This study has two major limitations. First, it is qualitative and based on a review of literature and evidence from four case studies. Second, it explored only the less developed country context. Future research should, therefore, aim to address these gaps.

This study draws attention to the fact that accounting and marketing are culturally diverse, and strategic managerial mechanisms must be used to maintain a relevant and effective level of information sharing and involvement towards enhancing organisational performance.

Using exploratory case studies to support the development of a framework, the authors contend that organisations would optimise organisational performance if due attention is given to both information sharing and involvement dimensions of integration, as well as appropriate managerial mechanisms adopted in managing their relationship.

Aims to examine the performance affects of strategic integration in retail banking services.

Using a survey of retail banking executives, it is examined as to how the role of operations and marketing areas can assist retail banks to shape their competitive strategies.

It is found that proactiveness and competitive strategy substantially affect a retail bank's performance based on the strength of integration of operations and marketing areas.

Research is limited to retail banking services.

The research broadens the scope of the strategic fit concept towards the analysis of performance effects due to functional integration in retail banks.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this paper is to review and structure the literature on the integration between marketing and supply chain management (SCM) and to contribute to the body of knowledge by developing a framework for integrating marketing and supply chain strategies.

The paper draws its insights and conclusions from a review of the literature in both fields, marketing and SCM, followed by an interaction research approach which helped to refine and validate the theory‐derived framework from the perspective of practitioners.

In the existing body of literature on marketing and SCM integration, three perspectives can be differentiated: the interfunctional perspective, the process perspective and the perspective of integrated business concepts. The proposed framework builds on these perspectives and moves them onto a strategic level. Integrating marketing and supply chain strategies involves the management of four integration levels: corporate integration; strategic customer integration; strategic supplier integration and marketing and supply pipeline strategy integration.

The proposed framework points managers at the managerial issues of marketing and supply chain strategy integration and illustrates the need for an interaction approach which challenges the traditional view of marketing in the demand creation and SCM in the demand fulfilment role.

Marketing and SCM integration is a topic which has received considerable interest in both fields for the last 30 years. Despite the notion that a close integration can contribute to the company and even supply chain success, no contribution to date addresses the integration from a strategy perspective. This paper leverages existing knowledge and advances our understanding of the strategic integration issues companies are facing in today's supply chain network‐based competition.

Reports on a comparative study of the types and degrees of horizontal and vertical integration within the seed potato industries of The Netherlands and Northern Ireland. Using an integration analysis grid, presents descriptive models of the integrative functions in both industries. Given the superior marketing performance of the Dutch industry, and the way in which this is facilitated by its highly integrated organizational structure, makes a case for the utilization of both horizontal and vertical integration in improving marketing performance in seed potato industries.

Following the resource-based view, this paper aims to investigate the business performance impact of R&D–marketing integration and marketing and technical capabilities at the organization level in a non-Western context. Specifically, this work explores the mediating role of the two capabilities, while accounting for potential moderating effects and under the contingency of technological turbulence.

Survey data were collected from the paired marketing and R&D executives of 207 Japanese manufacturing companies. Data were analyzed using structural equation modeling.

The results show that marketing capability – by itself and also coupled with technical capability – mediates the relationship between R&D–marketing integration and business performance, while technical capability alone does not.

This study’s subjective performance measures and cross-sectional design have inherent limitations. The exploration of antecedents and other contingency variables would provide ample scope for future research.

The findings suggest that managers need to build these two capabilities, especially marketing capability, because R&D–marketing integration by itself will not be sufficient to improve business performance.

This study provides empirical evidence for a new theoretical link through which R&D–marketing integration impacts business performance at the program level. The findings may also partially explain the mixed and conflicting results often found in past studies.