Power, Interdependence and Influence in Marketing Manager/Sales Manager Working Relationships

2.50
Hdl Handle:
http://hdl.handle.net/2436/42095
Title:
Power, Interdependence and Influence in Marketing Manager/Sales Manager Working Relationships
Authors:
Massey, Graham R.; Dawes, Philip L.
Abstract:
Relationships between Marketing Managers and Sales Managers are amongst the most important working relationships within modern firms, though to date, these have received little attention in the literature. Our study adds to knowledge of this working relationship by examining the effects of Sales unit power, total interdependence between Marketing and Sales, and the type and effects of the influence tactics employed by Sales Managers in this important CFR. Our results suggest that not all influence tactics are effective in increasing a Sales Manager’s influence within the firm. Also, our findings provide support for the notion that managers of powerful departments are less likely to spend time and effort using influence tactics to secure peer managers’ cooperation and compliance. Conversely, where peer managers are highly interdependent, they will increase their use of a wide array of influence tactics to secure desired outcomes.
Citation:
Academy of Marketing (2008) Proceedings of the Academy of Marketing Conference: Reflective Marketing in a Material World: 7-10 July 2008, (session 24.04). Aberdeen, Scotland: Aberdeen Business School, Robert Gordon University.
Publisher:
Academy of Marketing
Issue Date:
2008
URI:
http://hdl.handle.net/2436/42095
Additional Links:
http://www.academyofmarketing.info/default.cfm
Type:
Meetings and Proceedings
Language:
en
Appears in Collections:
Management Research Centre

Full metadata record

DC FieldValue Language
dc.contributor.authorMassey, Graham R.-
dc.contributor.authorDawes, Philip L.-
dc.date.accessioned2008-12-09T11:05:32Z-
dc.date.available2008-12-09T11:05:32Z-
dc.date.issued2008-
dc.identifier.citationAcademy of Marketing (2008) Proceedings of the Academy of Marketing Conference: Reflective Marketing in a Material World: 7-10 July 2008, (session 24.04). Aberdeen, Scotland: Aberdeen Business School, Robert Gordon University.en
dc.identifier.urihttp://hdl.handle.net/2436/42095-
dc.description.abstractRelationships between Marketing Managers and Sales Managers are amongst the most important working relationships within modern firms, though to date, these have received little attention in the literature. Our study adds to knowledge of this working relationship by examining the effects of Sales unit power, total interdependence between Marketing and Sales, and the type and effects of the influence tactics employed by Sales Managers in this important CFR. Our results suggest that not all influence tactics are effective in increasing a Sales Manager’s influence within the firm. Also, our findings provide support for the notion that managers of powerful departments are less likely to spend time and effort using influence tactics to secure peer managers’ cooperation and compliance. Conversely, where peer managers are highly interdependent, they will increase their use of a wide array of influence tactics to secure desired outcomes.en
dc.language.isoenen
dc.publisherAcademy of Marketingen
dc.relation.urlhttp://www.academyofmarketing.info/default.cfmen
dc.subjectMarketingen
dc.subjectManagersen
dc.subjectSalesen
dc.subjectPower (Psychology)en
dc.subjectInfluenceen
dc.subjectWorking relationshipsen
dc.titlePower, Interdependence and Influence in Marketing Manager/Sales Manager Working Relationshipsen
dc.typeMeetings and Proceedingsen
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