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Should marketing be cross-functional? Conceptual development and international empirical evidence
16 references·16 citing·36 second hopsampled
Should marketing be cross-functional? Conceptual development and international empirical evidence (2002)Should marketing be cross-functional? Con…Market Orientation and the Learning Organization (1995)Market Orientation and the Le…The Capabilities of Market-Driven Organizations (1994)The Capabilities of Market-Dr…Market Orientation: Antecedents and Consequences (1993)Market Orientation: Anteceden…Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis (1993)Corporate Culture, Customer O…Assessing Construct Validity in Organizational Research (1991)Assessing Construct Validity …The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orient…The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orient…On the Evaluation of Structural Equation Models (1988)On the Evaluation of Structur…Measurement of Business Performance in Strategy Research: A Comparison of Approaches (1986)Measurement of Business Perfo…Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit (1984)Measuring organizational perf…Power in organizations (1981)Power in organizationsEvaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Evaluating Structural Equatio…Review of Psychometric theory (2nd ed.). (1979)Review of Psychometric theory…Estimating Nonresponse Bias in Mail Surveys (1977)Estimating Nonresponse Bias i…Organizational Structure, Environment and Performance: The Role of Strategic Choice (1972)Organizational Structure, Env…Characteristics of Organizational Environments and Perceived Environmental Uncertainty (1972)Characteristics of Organizati…Troubled waters: the transformation of marketing in a digital world (2016)Troubled waters: the transfor…Materializing Strategy: The Role of Comprehensiveness and Management Controls in Strategy Formation in Volatile Environments (2015)Materializing Strategy: The R…Social Capital and Learning Advantages: A Problem of Absorptive Capacity (2014)Social Capital and Learning A…Dispersion of marketing capabilities: impact on marketing’s influence and business unit outcomes (2014)Dispersion of marketing capab…The Marketing–Sales Interface at the Interface: Creating Market-Based Capabilities through Organizational Synergy (2012)The Marketing–Sales Interface…Strategic flexibilities and export performance (2012)Strategic flexibilities and e…How to Organize Pricing? Vertical Delegation and Horizontal Dispersion of Pricing Authority (2012)How to Organize Pricing? Vert…What makes strategy making across the sales-marketing interface more successful? (2009)What makes strategy making ac…Marketing–sales interface configurations in B2B firms (2009)Marketing–sales interface con…Exploring collaboration between sales and marketing (2007)Exploring collaboration betwe…Does Collaboration Between Sales and Marketing Affect Business Performance? (2007)Does Collaboration Between Sa…The Relationship between marketing performance, logistics performance and company performance for retail companies (2006)The Relationship between mark…Developing marketing capabilities for customer value creation through Marketing–Sales integration (2006)Developing marketing capabili…The influence of top management team functional diversity on strategic orientations: The moderating role of environmental turbulence and inter-functional coordination (2005)The influence of top manageme…Export Marketing, Interfunctional Interactions, and Performance Consequences (2005)Export Marketing, Interfuncti…Explanations from the marketing/human resources dyad for marketing strategy implementation effectiveness in service firms (2004)Explanations from the marketi…Organizational Strategy, Structure, and Process (1978)A Paradigm for Developing Better Measures of Marketing Constructs (1979)Consumer Perceptions of Price, Quality, and Value: A Means-End Model and Synthesis of Evidence (1988)Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination (1998)Organization and environment (1967)Structural Equations with Latent Variables. (1991)A Review and Synthesis of the Measurement Invariance Literature: Suggestions, Practices, and Recommendations for Organizational Research (2000)The structure of organizations (2000)Structural Equation Modelling: Guidelines for Determining Model Fit (2008)A resource‐based view of the firm (1984)A Conceptual Model of Service Quality and Its Implications for Future Research (1985)Firm Resources and Sustained Competitive Advantage (1991)Review: The Resource-Based View and Information Systems Research: Review, Extension, and Suggestions For Future Research1 (2004)Corporate Social Responsibility, Customer Satisfaction, and Market Value (2006)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators (2006)Customer value: The next source for competitive advantage (1997)The Theory of Economic Development (2003)Firm resources and sustained competitive advantage (2004)A framework of sustainable supply chain management: moving toward new theory (2008)The social psychology of organizing (1969)The Management of Innovation (1994)TOWARDS AN ATTENTION-BASED VIEW OF THE FIRM (1997)Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations (2000)Significance tests and goodness of fit in the analysis of covariance structures. (1980)When to use and how to report the results of PLS-SEM (2018)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)A new criterion for assessing discriminant validity in variance-based structural equation modeling (2014)An assessment of survey research in POM: from constructs to theory (1998)Comparing Response Rates from Web and Mail Surveys: A Meta-Analysis (2008)Cross-Sectional versus Longitudinal Survey Research: Concepts, Findings, and Guidelines (2008)PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION. (1995)An assessment of the use of partial least squares structural equation modeling in marketing research (2011)PLS-SEM: Indeed a Silver Bullet (2011)
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References

  • 1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error108,884 cited
  • 1988On the Evaluation of Structural Equation Models26,139 cited
  • 1977Estimating Nonresponse Bias in Mail Surveys12,220 cited
  • 1979Review of Psychometric theory (2nd ed.).11,425 cited
  • 1990The Effect of a Market Orientation on Business Profitability7,973 cited
  • 1993Market Orientation: Antecedents and Consequences7,032 cited
  • 1991Assessing Construct Validity in Organizational Research6,615 cited
  • 1994The Capabilities of Market-Driven Organizations6,532 cited
  • 1972Organizational Structure, Environment and Performance: The Role of Strategic Choice4,786 cited
  • 1995Market Orientation and the Learning Organization4,379 cited
  • 1990The Effect of a Market Orientation on Business Profitability4,254 cited
  • 1993Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis3,864 cited
  • 1972Characteristics of Organizational Environments and Perceived Environmental Uncertainty3,662 cited
  • 1981Power in organizations3,558 cited
  • 1986Measurement of Business Performance in Strategy Research: A Comparison of Approaches

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3,502 cited
  • 1984Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit3,337 cited
  • Cited by

    • 2006Developing marketing capabilities for customer value creation through Marketing–Sales integration174 cited
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    • 2009What makes strategy making across the sales-marketing interface more successful?129 cited
    • 2005Export Marketing, Interfunctional Interactions, and Performance Consequences126 cited
    • 2007Does Collaboration Between Sales and Marketing Affect Business Performance?114 cited
    • 2009Marketing–sales interface configurations in B2B firms110 cited
    • 2012How to Organize Pricing? Vertical Delegation and Horizontal Dispersion of Pricing Authority106 cited
    • 2012Strategic flexibilities and export performance106 cited
    • 2005The influence of top management team functional diversity on strategic orientations: The moderating role of environmental turbulence and inter-functional coordination104 cited
    • 2006The Relationship between marketing performance, logistics performance and company performance for retail companies100 cited
    • 2007Exploring collaboration between sales and marketing95 cited
    • 2016Troubled waters: the transformation of marketing in a digital world93 cited
    • 2012The Marketing–Sales Interface at the Interface: Creating Market-Based Capabilities through Organizational Synergy93 cited
    • 2014Dispersion of marketing capabilities: impact on marketing’s influence and business unit outcomes91 cited
    • 2004Explanations from the marketing/human resources dyad for marketing strategy implementation effectiveness in service firms89 cited
    • 2015Materializing Strategy: The Role of Comprehensiveness and Management Controls in Strategy Formation in Volatile Environments85 cited