Getting the most out of cross-functional cooperation: Internal structural change as a trigger for customer information use

Realizing a hybrid competitive strategy and achieving superior financial performance while internationalizing in the high-technology market

“…This is explained by the capability of an MNC to transfer knowledge efficiently across its network of subsidiaries (Kogut & Zander, 1993). This result is also supported by recent marketing research findings indicating that managers in volatile organizations should build cooperative relationships within the firm by enhancing the manufacturing and R&D knowledge of sales and marketing personnel, who are often located in different countries (Korhonen-Sande & Sande, 2014). Here it is important to cultivate an organizational culture that favors knowledge transfer from subsidiaries to headquarters, but also from headquarters to subsidiaries (Najafi-Tavani et al, 2014).…”

Trust in marketing’s use of information from sales: the moderating role of power

“…To the best of our knowledge, this article presents 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 (Korhonen-Sande and Sande, 2014;Korhonen-Sande, 2010;Rollins et al, 2012;Maltz and Kohli, 1996;Maltz et al, 2001;Fisher et al, 1997).…”

“…Several studies focus on how managers use export market information (Souchon and Diamantopoulos, 1996; Diamantopoulos and Souchon, 1998, 1999). Other studies reveal how other departments in the firm (such as R&D, engineering and manufacturing) use market information from marketing (Griffin and Hauser, 1996; Fisher et al , 1997) or from both sales and marketing (Korhonen-Sande, 2010; Korhonen-Sande and Sande, 2014).…”

“…Despite academic attention to the managerial use of market information, marketing’s key role in understanding customer needs, and the salesforce’s importance as an effective source of market information, the literature remains largely silent on how the sales–marketing interface impacts marketing managers’ use of information from sales. Thus, both marketing scholars and practitioners stand to benefit from more insight in this area (Korhonen-Sande and Sande, 2014; Rollins et al , 2012). To the best of our knowledge, this article presents the first study that models and empirically investigates marketing managers’ use of information collected by sales.…”

Growing and aging of entrepreneurial firms

“…In summary, this study contributes to existing theories and current practices in the entrepreneurship fields (e.g., Strese et al, 2016;Donate et al, 2016;Piercy and Ellinger, 2015;Fain and Wagner, 2014;Korhonen-Sande and Sande, 2014;Xie et al, 2003) by illustrating that CFC is a complex construct affected by a number of drivers. Extant research typically treats it as an exogeneous factor without any attempts to look deeper into its nature and antecedents.…”