Improving relationships between sales and marketing: the relative effectiveness of cross-functional coordination mechanisms

Le Meunier-FitzHugh, Kenneth and Massey, Graham R. (2019) Improving relationships between sales and marketing: the relative effectiveness of cross-functional coordination mechanisms. Journal of Marketing Management, 35 (13-14). pp. 1267-1290. ISSN 0267-257X

[img] PDF (JMM Cross functional teams 2019) - Submitted Version
Restricted to Repository staff only until 30 June 2021.

Download (333kB) | Request a copy

Abstract

The importance of effective sales and marketing working relationships is well known and this article examines the effectiveness of various coordination mechanisms used to improve this cross-functional relationship. Six coordination mechanisms are measured to identify their effect on sales and marketing conflict and collaboration, which in turn influence business performance. The results reveal that not all coordination mechanisms are equally effective. Structuring sales and marketing as a single unit and creating cross-functional project teams improve the interface, as do providing opportunities for job rotation and establishing cross-functional meetings. However, employing cross-functional training and co-locating sales and marketing do not influence this working relationship. Finally, reducing conflict and increasing collaboration between sales and marketing is shown to independently, and positively, influence business performance.

Item Type: Article
Uncontrolled Keywords: sales and marketing interface,inter-functional collaboration,coordination mechanisms,inter-functional conflict,structuring sales and marketing operations,business performance
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Depositing User: LivePure Connector
Date Deposited: 21 Aug 2019 10:30
Last Modified: 12 Jun 2020 23:55
URI: https://ueaeprints.uea.ac.uk/id/eprint/72020
DOI: 10.1080/0267257X.2019.1648310

Actions (login required)

View Item View Item