Reducing marketing’s conflict with other functions: The differential effects of integrating mechanisms

To operate effectively, marketing must work in harmony with other functional departments in a firm. This study focuses on marketing’s interactions with three functions that play a key role in the achievement of marketing goals—finance, manufacturing, and R&D. The authors combine insights from previous studies and interviews with practicing managers to identify six integrating mechanisms proposed to mitigate manifest interfunctional conflict (behavior that frustrates marketing initiatives). In addition, they investigate the role of internal volatility (turbulence within an organization) in shaping manifest conflict. Based on a large-scale, multi-informant empirical study, the authors identify the more effective of these six integrating mechanisms. Furthermore, they argue and demonstrate these mechanisms are differentially effective across the marketing-finance, marketing-manufacturing, and marketing-R&D interfaces. Implications for theory and practice are discussed.

[1]  A. V. D. Ven,et al.  Central perspectives and debates in organization theory. , 1983 .

[2]  Tasadduq A. Shervani,et al.  Market-Based Assets and Shareholder Value: A Framework for Analysis , 1998 .

[3]  C. Gersick.  Pacing Strategic Change: The Case of a New Venture , 1994 .

[4]  G. Huber.  The Nature and Design of Post-Industrial Organizations , 1984 .

[5]  D. Wilemon,et al.  A Model for Studying R&D–Marketing Interface in the Product Innovation Process , 1986 .

[6]  John C. Narver,et al.  Does Competitive Environment Moderate the Market Orientation-Performance Relationship?: , 1994 .

[7]  Gary Coombs,et al.  Cross-Functional Pay Strategies in High-Technology Firms , 1991 .

[8]  Karen A. Jehn,et al.  The impact of intragroup conflict on effectiveness: A multimethod examination of the benefits and detriments of conflict. , 1992 .

[9]  L. Stern,et al.  Environmental Determinants of Decision-Making Uncertainty in Marketing Channels , 1988 .

[10]  W. Souder,et al.  The R&D/marketing interface: Results from an empirical study of innovation projects , 1978, IEEE Transactions on Engineering Management.

[11]  Charlotte H. Mason,et al.  Collinearity, power, and interpretation of multiple regression analysis. , 1991 .

[12]  Robin L. Pinkley,et al.  Dimensions of conflict frame: Disputant interpretations of conflict. , 1990 .

[13]  R. Lewicki,et al.  Models of conflict, negotiation and third party intervention: A review and synthesis. , 1992 .

[14]  Arnold S. Tannenbaum,et al.  A Study of Organizational Effectiveness , 1957 .

[15]  T. Allen.  Managing the flow of technology , 1977 .

[16]  Linda K. Stroh,et al.  The impact of corporate turbulence on: Managers' attitudes , 1993 .

[17]  Kim S. Cameron,et al.  A Study of Organizational Effectiveness and Its Predictors. ASHE 1983 Annual Meeting Paper. , 1983 .

[18]  J. Workman.  Marketing's Limited Role in New Product Development in One Computer Systems Firm , 1993 .

[19]  D. Dougherty.  Interpretive Barriers to Successful Product Innovation in Large Firms , 1992 .

[20]  K. Eisenhardt,et al.  Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry , 1995 .

[21]  John C. Narver,et al.  Market Orientation and the Learning Organization , 1995 .

[22]  Peter E. Kennedy,et al.  A Guide to Econometrics , 1980 .

[23]  Robert W. Ruekert,et al.  Marketing's Interaction with Other Functional Units: A Conceptual Framework and Empirical Evidence: , 1987 .

[24]  Barry M. Staw,et al.  Threat-rigidity effects in organizational behavior: A multilevel analysis. , 1981 .

[25]  Victor D. Wall,et al.  Small Group Conflict , 1987 .

[26]  Philip A. Roussel,et al.  Third generation R & D : managing the link to corporate strategy / Philip A. Roussel, Kamal N. Saad, Tamara J. Erickson , 1991 .

[27]  William E. Souder,et al.  Context and Antecedents of Information Utility at the R&D/Marketing Interface , 1996 .

[28]  John R. Hauser,et al.  Voice of the Customer , 1993 .

[29]  A. V. D. Ven,et al.  Measuring And Assessing Organizations , 1980 .

[30]  D. Dougherty.  Interpretive barriers to successful product innovation , 1989 .

[31]  Bernard J. Jaworski,et al.  Market orientation: The construct, research propositions, and managerial implications. , 1990 .

[32]  Susan J. Ashford,et al.  Individual Strategies for Coping with Stress during Organizational Transitions , 1988 .

[33]  John C. Narver,et al.  The Effect of a Market Orientation on Business Profitability , 1990 .

[34]  T. Speh,et al.  The Marketing Strategy Center: Diagnosing the Industrial Marketer's Interdisciplinary Role , 1984 .

[35]  S. West,et al.  Multiple Regression: Testing and Interpreting Interactions , 1991 .

[36]  Ajay K. Kohli,et al.  Market Intelligence Dissemination across Functional Boundaries , 1996 .

[37]  D. Simester,et al.  Customer Satisfaction Incentives , 1994 .

[38]  L. Pondy.  Organizational conflict: Concepts and models. , 1967 .

[39]  Bernard J. Jaworski,et al.  Enhancing Communication between Marketing and Engineering: The Moderating Role of Relative Functional Identification , 1997 .

[40]  John T. Mentzer,et al.  Norms that distinguish between marketing and manufacturing , 1994 .

[41]  Danny Miller,et al.  Environmental Fit Versus Internal Fit , 1992 .

[42]  D. W. Barclay.  Interdepartmental Conflict in Organizational Buying: The Impact of the Organizational Context , 1991 .

[43]  Allen C. Amason.  Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategic Decision Making: Resolving a Paradox for Top Management Teams , 1996 .

[44]  P. Carroad,et al.  Strategic Interfacing of R&D and Marketing , 1982 .

[45]  A. Griffin.  Metrics for Measuring Product Development Cycle Time , 1993 .

[46]  J. Child.  Organizational Structure, Environment and Performance: The Role of Strategic Choice , 1972 .

[47]  R. Friedrich.  In Defense of Multiplicative Terms In Multiple Regression Equations , 1982 .

[48]  J. Pinto,et al.  Antecedents and consequences of project team cross-functional cooperation , 1993 .

[49]  Bernard J. Jaworski,et al.  Market Orientation: Antecedents and Consequences , 1993 .

[50]  M. Aiken,et al.  Organizational Alienation: A Comparative Analysis , 1966 .

[51]  W. Souder.  Managing relations between R&D and marketing in new product development projects☆ , 1988 .

[52]  J. Hauser,et al.  Integrating R&D and marketing: A review and analysis of the literature , 1996 .

[53]  H. Bahrami.  The Emerging Flexible Organization: Perspectives from Silicon Valley , 1992 .

[54]  Sundar G. Bharadwaj,et al.  The quality and effectiveness of marketing strategy: Effects of functional and dysfunctional conflict in intraorganizational relationships , 1996 .

[55]  Eric M. Olson,et al.  Organizing for effective new product development: The moderating role of product innovativeness. , 1995 .

[56]  Danny Miller,et al.  SOURCES AND CONSEQUENCES OF COMPETITIVE INERTIA: A STUDY OF THE U.S. AIRLINE INDUSTRY. , 1994 .