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

A study of relationship effectiveness between marketing and sales managers in business markets 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business & Industrial Marketing Emerald Publishing

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

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0885-8624
DOI
10.1108/08858620610690119
Publisher site
See Article on Publisher Site

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.

Journal

Journal of Business & Industrial MarketingEmerald Publishing

Published: Oct 1, 2006

Keywords: Marketing; Sales; Managers; Interpersonal relations; United Kingdom; Australia

References