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

Le Meunier-FitzHugh, K; Massey, GR; Piercy, NF

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

Le Meunier-FitzHugh, K Massey, GR

Piercy, NF

Permalink

Publication Type:: Journal Article
Citation:: Industrial Marketing Management, 2011, 40 (7), pp. 1161 - 1171
Issue Date:: 2011-10-01

Open Access

Copyright Clearance Process

Recently Added
In Progress
Open Access

This item is open access.

Adobe PDF

Download full textAdobe PDF (256.1 kB)

View on publisher's site

View statistics

Full metadata record

Field	Value	Language
dc.contributor.author	Le Meunier-FitzHugh, K	en_US
dc.contributor.author	Massey, GR https://orcid.org/0000-0002-2044-0957	en_US
dc.contributor.author	Piercy, NF	en_US
dc.date.issued	2011-10-01	en_US
dc.identifier.citation	Industrial Marketing Management, 2011, 40 (7), pp. 1161 - 1171	en_US
dc.identifier.issn	0019-8501	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 inter-functional 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 inter-functional conflict has a strong negative impact on collaboration between sales and marketing in business to business firms. © 2010 Elsevier Inc.	en_US
dc.relation.ispartof	Industrial Marketing Management	en_US
dc.relation.isbasedon	10.1016/j.indmarman.2010.12.002	en_US
dc.subject.classification	Marketing	en_US
dc.title	The impact of aligned rewards and senior manager attitudes on conflict and collaboration between sales and marketing	en_US
dc.type	Journal Article
utslib.citation.volume	7	en_US
utslib.citation.volume	40	en_US
utslib.for	1505 Marketing	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Marketing Discipline
utslib.copyright.status	open_access
pubs.issue	7	en_US
pubs.publication-status	Published	en_US
pubs.volume	40	en_US

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 inter-functional 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 inter-functional conflict has a strong negative impact on collaboration between sales and marketing in business to business firms. © 2010 Elsevier Inc.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/17491