Re‐negotiating and re‐affirming in cross‐border marketing processes: a learning‐based conceptual model and research propositions

Halliday, Sue Vaux; Cawley, Richard

doi:10.1108/00251740010352848

Cited by 8 publications

(4 citation statements)

References 37 publications

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“…To continue to set the scene for this paper promoting marketing/accounting synergy it is worthwhile noting that marketing competence in a firm will include a learning capability. Relationship marketing has shown interest in learning in relationships (Ballantyne 2003;Halliday 2005;Halliday and Cawley 2000) and learning has been seen as core to innovation in the new product development literature (Kok, Hillebrand and Biemans 2003;Toivonen 2004). Trusting relationships have been seen as vital for a firm to create value (Halliday 2004;Vargo and Lusch 2004).…”

Section: Contextmentioning

confidence: 99%

Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

2013

The Marketing / Accounting Interface

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Advances in technology create opportunities for new forms of arranging work, such as collapsing the boundaries between marketing and accounting. This makes it possible for management to identify the key attributes and processes required for a more integrated marketing/ accounting process. This paper sheds light on how e-business planning is taking place and identifies the key areas that are, together, acting as barriers to aligning organisation design, structures and people in the digitized world. The study presents empirical evidence of de facto leadership being taken by the IT function, to the detriment of what might otherwise have been developed: a synergistic relationship between the marketing/accounting planning interface and business performance. We set this in the context of converging demands on the marketing and accounting professions and of the literature suggesting that complex marketing/accounting metrics need to be developed to enable effective performance management.Results from our study in e-business planning and our discussion of the potential for increasing marketing/accounting synergy shed some initial light on how both marketing and accounting practices can perpetuate themselves by embracing and interacting with IT infrastructures and data on business performance. If accountants are to remain influential in the digital age, and marketers are to regain their seat at the top table, it is necessary to develop both a metrics dashboard and changes in organisational design. This will facilitate learning and flexibility to demonstrate credible planning processes and enable improved strategy implementation.

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Section: Contextmentioning

confidence: 99%

Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

2013

The Marketing / Accounting Interface

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“…Organisational learning researchers (Argyris and Schon, 1996;Sinkula, Baker and Noordewier, 1997;Halliday and Cawley, 2000) have studied the implicit and explicit AU: References ' Argyris and Schon (1996), Angle et al (2000), Thamhain (2003) and Brown (2006)' have been cited in the text but not provided in the list. Please provide reference details or delete the citations from the text.…”

Section: An Innovation Community Learning Process Modelmentioning

confidence: 99%

“…This 'legitimacy of contribution' for community members rested on their perspectives of customer value orientation, and the important relationship with the innovation goals of the innovation community. Halliday and Cawley's (2000) refinement of Sinkula, Baker and Noordewier (1997) original organisational learning framework to include cultural dynamics associated with retrospective and prospective sensemaking, attempted to incorporate self-reflexivity into the analysis of organisational members' sensemaking and their engage on joint enterprises. They suggested the need for further research on organisational cultural interdependence based around their retrospective and prospective interpretation of behaviour and outcomes.…”

Section: Figure 4 Community Learning Process Modelmentioning

confidence: 99%

Communities of practice in innovation management: sensemaking challenges to mobile organisations

Brown

Frame

2007

IJMLO

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This research article explores the social issues of subjectivity in innovation management, by discussing the significance that communities' symbolic interpretation has on their sensemaking and engagement in informal innovation communities. This article presents our research findings which suggest the positive contribution that cognitive mapping of communities' sensemaking can have an aid to understand the relationships between the symbolic interpretation of organisational events, and innovative outcomes, and the functional community members' engagement with an informal innovation community. The article concludes by discussing the implications for future innovation management in these mobile organisations.

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“…Relationship marketing has shown interest in learning in relationships (Ballantyne 2003;Halliday 2005;Halliday and Cawley 2000) and learning has been seen as core to innovation in the new product development literature (Kok, Hillebrand and Biemans 2003;Toivonen 2004). Trusting relationships have been seen as vital for a firm to create value (Halliday 2004;Vargo and Lusch 2004).…”

Section: Contextmentioning

confidence: 99%

Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

Phillips¹,

Halliday²

2008

Journal of Marketing Management

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Abstract:Advances in technology create opportunities for new forms of arranging work, such as collapsing the boundaries between marketing and accounting. This makes it possible for management to identify the key attributes and processes required for a more integrated marketing/ accounting process. This paper sheds light on how e-business planning is taking place and identifies the key areas that are, together, acting as barriers to aligning organisation design, structures and people in the digitized world. The study presents empirical evidence of de facto leadership being taken by the IT function, to the detriment of what might otherwise have been developed: a synergistic relationship between the marketing/accounting planning interface and business performance. We set this in the context of converging demands on the marketing and accounting professions and of the literature suggesting that complex marketing/accounting metrics need to be developed to enable effective performance management.Results from our study in e-business planning and our discussion of the potential for increasing marketing/accounting synergy shed some initial light on how both marketing and accounting practices can perpetuate themselves by embracing and interacting with IT infrastructures and data on business performance. If accountants are to remain influential in the digital age, and marketers are to regain their seat at the top table, it is necessary to develop both a metrics dashboard and changes in organisational design. This will facilitate learning and flexibility to demonstrate credible planning processes and enable improved strategy implementation. Results from our study in e-business planning and our discussion of the potential for increasing marketing/accounting synergy shed some initial light on how both marketing and accounting practices can perpetuate themselves by embracing and interacting with IT infrastructures and data on business performance. If accountants are to remain influential in the digital age, if marketers are to regain their seat at top 2 table, it is necessary to develop both a metrics dashboard and changes in organisational design. This will facilitate learning and flexibility to demonstrate credible planning processes and enable improved strategy implementation.

show abstract

Re‐negotiating and re‐affirming in cross‐border marketing processes: a learning‐based conceptual model and research propositions

Cited by 8 publications

References 37 publications

Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

Communities of practice in innovation management: sensemaking challenges to mobile organisations

Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

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