Show simple item record

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.
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.
dc.language.isoen
dc.publisherAcademy of Marketing
dc.relation.urlhttp://www.academyofmarketing.info/default.cfm
dc.subjectMarketing
dc.subjectManagers
dc.subjectSales
dc.subjectPower (Psychology)
dc.subjectInfluence
dc.subjectWorking relationships
dc.titlePower, Interdependence and Influence in Marketing Manager/Sales Manager Working Relationships
dc.typeConference contribution
refterms.dateFOA2018-08-21T11:59:18Z
html.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.


Files in this item

Thumbnail
Name:
AM abstract 2008.pdf
Size:
56.61Kb
Format:
PDF

This item appears in the following Collection(s)

Show simple item record