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

UTSePress Research/Manakin Repository

Search UTSePress Research


Advanced Search

Browse

My Account

Show simple item record

dc.contributor.author Le Meunier-Fitzhugh, Kenneth en_US
dc.contributor.author Massey, Graham en_US
dc.contributor.author Piercy, Nigel en_US
dc.contributor.editor en_US
dc.date.accessioned 2012-03-06T10:46:26Z
dc.date.available 2012-03-06T10:46:26Z
dc.date.issued 2011 en_US
dc.identifier 2011000823 en_US
dc.identifier.citation Massey Graham 2011, 'The impact of aligned rewards and senior manager attitudes on conflict and collaboration between sales and marketing.', Elsevier Inc, vol. 40, no. 7, pp. 1161-1171. en_US
dc.identifier.issn 0019-8501 en_US
dc.identifier.other C1 en_US
dc.identifier.uri http://hdl.handle.net/10453/17491
dc.description.abstract This 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. en_US
dc.language en_US
dc.publisher Elsevier Inc en_US
dc.relation.hasversion Accepted manuscript version en_US
dc.relation.isbasedon http://dx.doi.org/10.1016/j.indmarman.2010.12.002 en_US
dc.rights NOTICE: this is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, [Volume 40, Issue 7, October 2011, Pages 1161–1171] DOI# http://dx.doi.org/10.1016/j.indmarman.2010.12.002 en_US
dc.title The impact of aligned rewards and senior manager attitudes on conflict and collaboration between sales and marketing. en_US
dc.parent Industrial Marketing Management en_US
dc.journal.volume 40 en_US
dc.journal.number 7 en_US
dc.publocation New York, USA en_US
dc.identifier.startpage 1161 en_US
dc.identifier.endpage 1171 en_US
dc.cauo.name BUS.School of Marketing en_US
dc.conference Verified OK en_US
dc.for 150300 en_US
dc.personcode 0000066404 en_US
dc.personcode 020358 en_US
dc.personcode 0000074241 en_US
dc.percentage 50 en_US
dc.classification.name Business and Management en_US
dc.classification.type FOR-08 en_US
dc.edition en_US
dc.custom en_US
dc.date.activity en_US
dc.location.activity en_US
dc.description.keywords Rewards alignment Management support for coordination Sales/marketing interface Collaboration Inter-functional conflict en_US
dc.staffid en_US


Files in this item

This item appears in the following Collection(s)

Show simple item record