A study of relationship effectiveness between marketing and sales managers in business markets

Dawes, PL; Massey, GR

A study of relationship effectiveness between marketing and sales managers in business markets

Dawes, PL Massey, GR

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Publication Type:: Journal Article
Citation:: Journal of Business and Industrial Marketing, 2006, 21 (6), pp. 346 - 360
Issue Date:: 2006-09-25

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Field	Value	Language
dc.contributor.author	Dawes, PL	en_US
dc.contributor.author	Massey, GR https://orcid.org/0000-0002-2044-0957	en_US
dc.date.issued	2006-09-25	en_US
dc.identifier.citation	Journal of Business and Industrial Marketing, 2006, 21 (6), pp. 346 - 360	en_US
dc.identifier.issn	0885-8624	en_US
dc.identifier.uri	http://hdl.handle.net/10453/5443
dc.description.abstract	Purpose - The purpose of this paper is to develop and test a structural model of the factors that explain the level of perceived relationship effectiveness between marketing managers and sales managers. Design/methodology/approach - The model integrates trust-based and power/influence/interdependence-based models of relationship effectiveness. The data were collected from 113 sales managers in the UK and Australia. Confirmatory factor analysis was used to test the validity of the measures, while AMOS Version 4 was employed to estimate the model using structural equation modelling with observed variables. Findings - The study found, on average, that the perceived level of relationship effectiveness between sales managers and marketing managers is surprisingly high. The findings clearly demonstrate the potency of interpersonal trust (both cognition-based and affect-based) in building effective cross-functional relationships (CFRs) and also show how interdependence affects both dimensions of trust and the marketing manager's level of manifest influence. In addition, the findings indicate that, when marketing managers have greater manifest influence, the CFR is more effective. Importantly, evidence is provided regarding the consequences of marketing managers using the two influence tactics of legalistic pleas and threats, in terms of their effects on trust and manifest influence. Finally, insights are given about the sequencing of these two influence tactics and how the power of the marketing unit indirectly affects relationship effectiveness. Originality/value - This is one of the very few studies to use a large empirical survey to examine the marketing and sales dyad. © Emerald Group Publishing Limited.	en_US
dc.relation.ispartof	Journal of Business and Industrial Marketing	en_US
dc.relation.isbasedon	10.1108/08858620610690119	en_US
dc.subject.classification	Marketing	en_US
dc.title	A study of relationship effectiveness between marketing and sales managers in business markets	en_US
dc.type	Journal Article
utslib.citation.volume	6	en_US
utslib.citation.volume	21	en_US
utslib.for	150501 Consumer-Oriented Product or Service Development	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	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	6	en_US
pubs.publication-status	Published	en_US
pubs.volume	21	en_US

Abstract:

Purpose - The purpose of this paper is to develop and test a structural model of the factors that explain the level of perceived relationship effectiveness between marketing managers and sales managers. Design/methodology/approach - The model integrates trust-based and power/influence/interdependence-based models of relationship effectiveness. The data were collected from 113 sales managers in the UK and Australia. Confirmatory factor analysis was used to test the validity of the measures, while AMOS Version 4 was employed to estimate the model using structural equation modelling with observed variables. Findings - The study found, on average, that the perceived level of relationship effectiveness between sales managers and marketing managers is surprisingly high. The findings clearly demonstrate the potency of interpersonal trust (both cognition-based and affect-based) in building effective cross-functional relationships (CFRs) and also show how interdependence affects both dimensions of trust and the marketing manager's level of manifest influence. In addition, the findings indicate that, when marketing managers have greater manifest influence, the CFR is more effective. Importantly, evidence is provided regarding the consequences of marketing managers using the two influence tactics of legalistic pleas and threats, in terms of their effects on trust and manifest influence. Finally, insights are given about the sequencing of these two influence tactics and how the power of the marketing unit indirectly affects relationship effectiveness. Originality/value - This is one of the very few studies to use a large empirical survey to examine the marketing and sales dyad. © Emerald Group Publishing Limited.

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http://hdl.handle.net/10453/5443