R&amp;D/marketing interfaces in the telecommunications industry

Saghafi, Massoud M.; Gupta, Ashok; Sheth, Jagdish N.

doi:10.1016/0019-8501(90)90033-r

Cited by 26 publications

(14 citation statements)

References 6 publications

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“…Connectedness (CONNECT) items gauged the propensity for communication (a=.66) based on the work of Jaworski and Kohli (1993). The senior management support (SENIOR) scale (a=.91) was developed from Saghafi et al (1990), and Weinrauch and Anderson (1982). Interpersonal communication (INTER-COM) (a=.80) and written communication (WRITCOM) (a=.86) measures captured the frequency of communication via interpersonal and written means, respectively, in keeping with the work of Van de Van and Ferry (1980) and Moenaert and Souder (1990).…”

Section: Methodsmentioning

confidence: 99%

Explanations from the marketing/human resources dyad for marketing strategy implementation effectiveness in service firms

Chimhanzi¹,

Morgan

2005

Journal of Business Research

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Section: Methodsmentioning

confidence: 99%

Explanations from the marketing/human resources dyad for marketing strategy implementation effectiveness in service firms

Chimhanzi¹,

Morgan

2005

Journal of Business Research

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“…Griffin and Hauser, 1996;Monteleone, 1976;Saghafi et al, 1990;Parry, 1992, 1997;Souder, 1988). Other relationships that have received empirical attention, albeit to a lesser extent, include marketing, and accounting (Lusch, 1979), finance (Anderson, 1981;de Ruyter and Wetzels, 2000), manufacturing (e.g.…”

Section: 1/2mentioning

confidence: 99%

“…Senior management support was operationalised using items from scales developed by Saghafi et al (1990) and Weinrauch and Anderson (1982). It captures the extent to which senior management is supportive of a collaborative working relationship between marketing and HR.…”

Section: Measurementmentioning

confidence: 99%

The impact of marketing/HR interactions on marketing strategy implementation

Chimhanzi

2004

European Journal of Marketing

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract It is increasingly being recognised that cross-unit working relationships have a key role to play in the successful implementation of marketing decisions. Although there is a substantial body of literature on marketing's interactions with other functions, particularly technical units such as R&D, within the context of the new product development (NPD) process, linkages between marketing and human resources (HR) have not been empirically investigated although they are widely advocated in both the marketing and HR management literatures. The conceptual model presented and tested in this paper focuses on the antecedents of effective marketing/HR interactions and posits successful marketing strategy implementation as an outcome of these. Results from a study of UK service organisations suggest that implementation effectiveness is affected negatively by conflict and positively by communication and specifically, interpersonal, not written. In turn, these interdepartmental dynamics are affected by senior management support, joint reward systems, and informal integration. A number of conclusions are drawn which have important implications for managers and researchers alike.

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“…Examples of the need for communications ( Saghafi, Gupta & Sheth (1990), and Tushman (1979)) covers both the customer-facing and the bridgebuilding reasons of table 3.1. There are few reports of inward-looking reasons for communications in the literature studied.…”

Section: The Need For Communicationsmentioning

confidence: 99%

Communication between R&D and its customers — a study of BT Laboratories

Peacock

1993

R & D Management

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Aspects of communications between people working in R&D laboratories and their customers in the operating divisions of a company have been analysed, based on a series of in‐depth interviews with people working in British Telecommunications plc (BT) Laboratories. Formal and informal communication channels interact to some extent, and their use is affected substantially by the type of customer for a particular project. Senior managers use informal networks to a greater extent than managers at lower levels, and are more likely to communicate about process rather than project matters.

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R&D/marketing interfaces in the telecommunications industry

Cited by 26 publications

References 6 publications

Explanations from the marketing/human resources dyad for marketing strategy implementation effectiveness in service firms

Explanations from the marketing/human resources dyad for marketing strategy implementation effectiveness in service firms

The impact of marketing/HR interactions on marketing strategy implementation

Communication between R&D and its customers — a study of BT Laboratories

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