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The Effects of Power and Dependence Asymmetry on Marketing/Sales.
Massey, Graham R. Dawes, Philip L.
Massey, Graham R.
Dawes, Philip L.
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2007
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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.
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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.
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en
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9781877156299