2.50
Hdl Handle:
http://hdl.handle.net/2436/42078
Title:
The Effects of Power and Dependence Asymmetry on Marketing/Sales.
Authors:
Massey, Graham R.; Dawes, Philip L.
Abstract:
This paper examines how the power of the Sales unit (department), and the dependence of Marketing Managers on Sales Managers (and vice versa) affect trust in working relationships between those Marketing Managers and Sales Managers. Our results show that the greater the power of the Sales department, the lower the propensity of Marketing Managers to trust the Sales Manager. In addition, our results suggest that the effects of cross-functional dependence on interpersonal trust are not symmetric. Specifically, when Marketing Managers are highly dependent on Sales Managers, they will be more likely to trust the Sales Manager. However, when the Sales Manager is highly dependent on the Marketing Manager, this is not associated with the Marketing Manager having increased interpersonal trust in that Sales Manager.
Citation:
Proceedings of the Australian and New Zealand Marketing Academy Conference (ANZMAC) 2007: 3Rs - Reputation, Responsibility & Relevance: 3-5 December 2007. Dunedin, New Zealand: University of Otago, pp.257-265.
Publisher:
Australian and New Zealand Marketing Academy Conference (ANZMAC)
Issue Date:
2007
URI:
http://hdl.handle.net/2436/42078
Additional Links:
http://www.anzmac.org/
Type:
Meetings and Proceedings
Language:
en
ISBN:
9781877156299
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorMassey, Graham R.-
dc.contributor.authorDawes, Philip L.-
dc.date.accessioned2008-12-09T11:12:22Z-
dc.date.available2008-12-09T11:12:22Z-
dc.date.issued2007-
dc.identifier.citationProceedings of the Australian and New Zealand Marketing Academy Conference (ANZMAC) 2007: 3Rs - Reputation, Responsibility & Relevance: 3-5 December 2007. Dunedin, New Zealand: University of Otago, pp.257-265.en
dc.identifier.isbn9781877156299-
dc.identifier.urihttp://hdl.handle.net/2436/42078-
dc.description.abstractThis paper examines how the power of the Sales unit (department), and the dependence of Marketing Managers on Sales Managers (and vice versa) affect trust in working relationships between those Marketing Managers and Sales Managers. Our results show that the greater the power of the Sales department, the lower the propensity of Marketing Managers to trust the Sales Manager. In addition, our results suggest that the effects of cross-functional dependence on interpersonal trust are not symmetric. Specifically, when Marketing Managers are highly dependent on Sales Managers, they will be more likely to trust the Sales Manager. However, when the Sales Manager is highly dependent on the Marketing Manager, this is not associated with the Marketing Manager having increased interpersonal trust in that Sales Manager.en
dc.language.isoenen
dc.publisherAustralian and New Zealand Marketing Academy Conference (ANZMAC)en
dc.relation.urlhttp://www.anzmac.org/en
dc.subjectMarketingen
dc.subjectManagersen
dc.subjectSalesen
dc.subjectWorking relationshipsen
dc.subjectInfluenceen
dc.subjectTrusten
dc.subjectPower (Psychology)en
dc.titleThe Effects of Power and Dependence Asymmetry on Marketing/Sales.en
dc.typeMeetings and Proceedingsen
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