The Impact of Integration Mechanisms on Marketing/HR Dynamics

Chimhanzi, Jacqueline

doi:10.1362/0267257041838782

Cited by 20 publications

(20 citation statements)

References 1 publication

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“…Furthermore, existing research mostly focuses on collaborations between neighboring functions, e.g. between marketing and other customer-or internal resource-related departments, such as the interaction of marketing with sales (Gosselin & Bauwen, 2006), manufacturing (Alegre & Chiva, 2004), sales, communication and product development (Möller & Rajala, 1999), administration, production and R&D (Ford & Saren, 2001;Kahn & Mentzer, 1998;Souder & Moenaert, 2007), human resource management (Chimhanzi, 2004), or finance (Srivastava, Shervani, & Fahey, 1998). However, while the importance of interactions between 'boundary-spanning functions' such as purchasing on the one hand, and marketing on the other, has been advocated (Piercy, 2009), there does not exist enough empirical research analyzing the specific interplay between these two crucial departments.…”

Section: The Nature and Consequences Of Interfunctional Collaborationmentioning

confidence: 99%

Understanding the role of marketing–purchasing collaboration in industrial markets: The case of Russia

Smirnova

Henneberg

Ashnai

et al. 2011

Industrial Marketing Management

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Section: The Nature and Consequences Of Interfunctional Collaborationmentioning

confidence: 99%

Understanding the role of marketing–purchasing collaboration in industrial markets: The case of Russia

Smirnova

Henneberg

Ashnai

et al. 2011

Industrial Marketing Management

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“…All organizational introverted definition of customers evidenced by a know-it-all stance about the need of its customers, the presumption in this instance, is that the organization knows what customer knows, and what customer wants and try its best to satisfy them (Chimhanzi, 2004).…”

Section: Customer Orientation and Firm Performancementioning

confidence: 99%

“…5. Developing power downward, especially to front-line staff that deals with customers at critical moment (Chimhanzi, 2004). 6.…”

Section: Customer Orientation and Firm Performancementioning

confidence: 99%

Customer Orientation and Firm Performance among Nigerian Small and Medium Scale Businesses

Asikhia¹

2010

IJMS

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The study examines the relationship between customer orientation and firm performance among the small and medium scale businesses in Nigeria. Besides, the study also investigates the moderating effect of marketing information system and managerial attitudes on the relationship between customer orientation and firm performance. Nigeria small and medium business represents the sample of the study. Data was collected using questionnaire survey approach. Two hundred and twenty two Nigerian businesses participated in this study. Results of this study indicated that there was a positive and significant relationship between customer orientation and firm performance in the context of Nigerian small and medium scale business. The result also revealed that marketing information system and managerial attitude moderated the relationship. The outcome of this study provides very important information from a developing country perspective on the need for small and medium scale businesses to adopt customer orientation as a survival and competitive strategy towards achieving customer advantage in a turbulent business environment.

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“…Dewsnap & Jobber, 2000;Kotler et al, 2006;Rouzies et al, 2005), this is the first empirical test of this issue. Our study therefore responds to Chimhanzi (2004), who called for further research into the effects of reward systems on interdepartmental integration. Our second contribution is that we examine the role of senior managers' support for sales/marketing coordination in reducing inter-functional conflict and improving collaboration.…”

mentioning

confidence: 69%

The impact of aligned rewards and senior manager attitudes on conflict and collaboration between sales and marketing

Meunier‐FitzHugh

Massey

Piercy

2011

Industrial Marketing Management

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a b s t r a c tThis research was carried out using five case studies and a survey to discover how sales and marketing managers are rewarded and if alignment of rewards can improve collaboration between sales and marketing and/or reduce inter-functional conflict. In addition, it examined the role of senior managers' support for coordination on sales/marketing collaboration. The results reveal that organizations which use aligned rewards can increase sales/marketing collaboration through such reward structures, but not reduce interfunctional conflict. In addition, senior managers' support for coordination is vital, as it increases sales/ marketing collaboration, and strongly reduces inter-functional conflict. This is important because interfunctional conflict has a strong negative impact on collaboration between sales and marketing in business to business firms.

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The Impact of Integration Mechanisms on Marketing/HR Dynamics

Cited by 20 publications

References 1 publication

Understanding the role of marketing–purchasing collaboration in industrial markets: The case of Russia

Understanding the role of marketing–purchasing collaboration in industrial markets: The case of Russia

Customer Orientation and Firm Performance among Nigerian Small and Medium Scale Businesses

The impact of aligned rewards and senior manager attitudes on conflict and collaboration between sales and marketing

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