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

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dc.contributor.author Le Meunier-FitzHugh, K
dc.contributor.author Massey, GR
dc.contributor.author Piercy, NF
dc.date.accessioned 2012-03-06T10:46:26Z
dc.date.issued 2011-10
dc.identifier.citation Industrial Marketing Management, 2011, 40 (7), pp. 1161 - 1171
dc.identifier.issn 0019-8501
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 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.
dc.language eng
dc.relation.hasversion Accepted manuscript version en_US
dc.relation.isbasedon 10.1016/j.indmarman.2010.12.002
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
dc.type Journal Article
dc.parent Industrial Marketing Management
dc.journal.volume 7
dc.journal.volume 40
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 1505 Marketing
dc.for 1503 Business and Management
dc.personcode 020358
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.description.keywords Rewards alignment Management support for coordination Sales/marketing interface Collaboration Inter-functional conflict
dc.description.keywords Collaboration
dc.description.keywords Inter-functional conflict
dc.description.keywords Management support for coordination
dc.description.keywords Rewards alignment
dc.description.keywords Sales/marketing interface
pubs.embargo.period Not known
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/School of Marketing
pubs.organisational-group /University of Technology Sydney/Strength - Management and Organisation Studies
utslib.copyright.status Open Access
utslib.copyright.date 2015-04-15 12:23:47.074767+10
utslib.collection.history General (ID: 2)
utslib.collection.history School of Marketing (ID: 330)


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