Aberdeen Group (2002). “Bridging the divide: Process, technology, and the marketing/sales interface”.
Marketing View Point,
4, 1–12.
Aldrich, H. E. (1979).
Organizations and environments. New Jersey: Prentice-Hall.
Anderson, P. F. (1982). Marketing, strategic planning, and the theory of the firm.
Journal of Marketing,
46(2), 15–26. doi:
10.2307/3203337.
CrossRef
Ansoff, I. H. (1965).
Corporate strategy. London: Penguin.
Beverland, M., Steel, M., & Dapiran, G. P. (2006). Cultural frames that drive sales and marketing apart: an exploratory study.
Journal of Business and Industrial Marketing,
21, 386–394. doi:
10.1108/08858620610690146.
CrossRef
Bogner, W. C., & Barr, P. S. (2000). Making sense in hypercompetitive environments: a Cognitive explanation for the persistence of high velocity competition.
Organization Science,
11(2), 212–226. doi:
10.1287/orsc.11.2.212.12511.
CrossRef
Carpenter, P. (1992). “Bridging the gap between marketing and sales.”
Sales and Marketing Management, 29–31.
Cespedes, F. V. (1996). Beyond teamwork: how the wise can synchronize.
Marketing Management,
5, 24–37. Spring.
Chaffee, E. E. (1985). Three models of strategy.
Academy of Management Review,
10(1), 89–98. doi:
10.2307/258215.
CrossRef
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: a new perspective on learning and innovation.
Administrative Science Quarterly,
35, 128–152. doi:
10.2307/2393553.
CrossRef
Colletti, J. A., & Chonko, L. B. (1997). Change management initiatives: Moving sales organizations from obsolescence to high performance.
Journal of Personal Selling & Sales Management,
17(2), 1–30.
Corbin, J., & Strauss, A. (2008).
Basics of qualitative research (3rd ed.). Los Angeles, CA: Sage.
Corley, K. G., & Gioia, D. A. (2004). Identity ambiguity and change in the wake of a corporate Spin-off.
Administrative Science Quarterly,
29, 173–208.
Creswell, J. W. (2007).
Qualitative inquiry & research desigxn (2nd ed.). Thousand Oaks, CA: Sage.
Cyert, R. B., & March, J. G. (1963).
A behavioral theory of the firm. Prentice-Hall: Englewood Cliffs, New Jersey.
Daft, R. F., & Weick, K. E. (1984). Toward A Model of Organizations as Interpretation Systems.
Academy of Management Review,
9(2), 284–295. doi:
10.2307/258441.
CrossRef
Dawes, P. L., & Massey, G. R. (2005). Antecedents of conflict in marketing’s cross-functional relationship with sales.
European Journal of Marketing,
39, 1327–1344. doi:
10.1108/03090560510623280.
CrossRef
Day, G. S. (1994). The capabilities of market-driven organizations.
Journal of Marketing,
58, 37–52. October. doi:
10.2307/1251915.
CrossRef
Deshpande, R. (1983). Paradigms lost: on theory and method in research in marketing.
Journal of Marketing,
47, 101–110. Fall. doi:
10.2307/1251403.
CrossRef
Dewsnap, B., & Jobber, D. (2000). The sales-marketing interface in consumer packaged-goods companies: a conceptual framework.
Journal of Personal Selling & Sales Management,
20, 109–119. Spring.
Dewsnap, B., & Jobber, D. (2002). A social psychological model of relations between marketing and sales.
European Journal of Marketing,
36, 874–894. doi:
10.1108/03090560210430854.
CrossRef
Donath, B. (1999). “Get marketing, sales on same wavelength.”
Marketing News (September): 16.
Donath, B. (2004). Ten tips to help align sales, marketing teams.
Marketing News,
38, 5.
Flint, D. J., Woodruff, R. B., & Gardial, S. F. (2002). Exploring the phenomenon of customers’ desired value change in a business-to-business context.
Journal of Marketing,
66(10), 102–117. doi:
10.1509/jmkg.66.4.102.18517.
CrossRef
Gebhardt, G. F., Carpenter, G. S., & Sherry, J. F. (2006). Creating a market orientation: a longitudinal, multi-firm, grounded analysis of cultural transformation.
Journal of Marketing,
70(4), 37–55. doi:
10.1509/jmkg.70.4.37.
CrossRef
Geiger, S., & Turley, D. (2005). Socializing behaviors in business to business selling: an exploratory study from the Republic of Ireland.
Industrial Marketing Management,
34(3), 263–273. doi:
10.1016/j.indmarman.2004.09.006.
CrossRef
Gioia, D. A., Thomas, J. B., Clark, S. M., & Chittipeddi, K. (1994). Symbolism and strategic change in academia: the dynamics of sensemaking and influence.
Organization Science,
5(3), 363–383. doi:
10.1287/orsc.5.3.363.
CrossRef
Glaser, B. G., & Strauss, A. L. (1967).
The discovery of grounded theory. Chicago, IL: Aldine.
Grewal, R., & Tansuhaj, P. (2001). Building organizational capabilities for managing economic crisis: the role of market orientation and strategic flexibility.
Journal of Marketing,
65, 67–80. April. doi:
10.1509/jmkg.65.2.67.18259.
CrossRef
Guenzi, P., & Troilo, G. (2007). The joint contribution of marketing and sales to the creation of superior customer value.
Journal of Business Research,
60(02), 98–107. doi:
10.1016/j.jbusres.2006.10.007.
CrossRef
Harrigan, K. R. (1980). Strategy formulation in declining industries.
Academy of Management Review,
5(4), 599–604. doi:
10.2307/257465.
CrossRef
Homburg, C., & Jensen, O. (2007). The thought worlds of marketing and sales: Which differences make a difference?
Journal of Marketing,
71, 124–142. July. doi:
10.1509/jmkg.71.3.124.
CrossRef
Homburg, C., Workman Jr., J. P., & Krohmer, H. (1999). Marketing’s influence within the firm.
Journal of Marketing,
63(2), 1–17. doi:
10.2307/1251942.
CrossRef
Homburg, C., Jensen, O., & Krohmer, H. (2008). Configurations of marketing and sales: a taxonomy.
Journal of Marketing,
72, 133–154. March.
CrossRef
Hunt, S. D., & Morgan, R. M. (1995). The comparative advantage theory of competition.
Journal of Marketing,
59(2), 1–15. doi:
10.2307/1252069.
CrossRef
Hutt, M. D. (1995). Cross-functional working relationships in marketing.
Journal of the Academy of Marketing Science,
23, 351–357. Fall. doi:
10.1007/BF02893875.
CrossRef
Hutt, M. D., Reingen, P. H., & Ronchetto Jr., J. R. (1988). Tracing emergent processes in marketing strategy formation.
Journal of Marketing,
52(1), 4–19. doi:
10.2307/1251682.
CrossRef
Hutzschenreuter, T., & Kleindienst, I. (2006). Strategy-process research: what have we learned and what is still to be explored.
Journal of Management,
32(5), 673–720. doi:
10.1177/0149206306291485.
CrossRef
Ingram, T. N. (2004). Future themes in sales and sales management: Complexity, collaboration, and accountability.
Journal of Marketing Theory & Practice,
12, 18–28. Fall.
Jaworski, B. J., & Kohli, A. K. (1993). Market Orientation: Antecedents and Consequences.
Journal of Marketing,
57, 53–70. doi:
10.2307/1251854.
CrossRef
Kahn, K. B. (1996). Interdepartmental integration: a definition with implications for product development performance.
Journal of Product Innovation Management,
13(03), 137–151. doi:
10.1016/0737-6782(95)00110-7.
CrossRef
Kennedy, K. N., Goolsby, J. R., & Arnold, E. J. (2003). Implementing a customer orientation: Extension of theory and application.
Journal of Marketing,
67, 67–81. October. doi:
10.1509/jmkg.67.4.67.18682.
CrossRef
Kim, L. (1998). Crisis construction and organizational learning: Capability building in catching up at hyundai.
Organization Science,
9, 506–521. doi:
10.1287/orsc.9.4.506.
CrossRef
Kirca, A. H., Jayachandran, S., & Bearden, W. O. (2005). Market orientation: a meta-analytic review and assessment of its antecedents and impact on performance.
Journal of Marketing,
69(2), 24–41. doi:
10.1509/jmkg.69.2.24.60761.
CrossRef
Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications.
Journal of Marketing,
54(04), 1–18. doi:
10.2307/1251866.
CrossRef
Kotler, P., Rackham, N., & Krishnaswamy, S. (2006). Ending the war between sales and marketing.
Harvard Business Review,
84, 68–78.
Krohmer, H., Homburg, C., & Workman, J. P. (2002). Should marketing be cross-functional? conceptual development and international empirical evidence.
Journal of Business Research,
55(6), 451–465. doi:
10.1016/S0148-2963(00)00176-4.
CrossRef
Krueger, R. A., & Casey, M. A. (2009).
Focus groups—a practical guide for applied research (4th ed.). Los Angeles, CA: Sage.
LeMeuneir-FitzHugh, K., & Piercy, N. (2007). Does collaboration between sales and marketing affect business performance?
Journal of Personal Selling & Sales Management,
27, 207–220. Summer. doi:
10.2753/PSS0885-3134270301.
CrossRef
Lincoln, Y. S., & Guba, E. E. (1985).
Naturalistic inquiry. Beverly Hills, CA: Sage.
Lorge, S. (1999). Marketers are from Mars, Salespeople are from Venus.
Sales and Marketing Management,
151(4), 26–33.
Maltz, E. (1997). An enhanced framework for improving cooperation between marketing and other functions: the differential role of integrating mechanisms.
Journal of Market Focused Management,
2, 83–98. doi:
10.1023/A:1009745801151.
CrossRef
Matthyssens, P., & Johnston, W. J. (2006). Marketing and sales: Optimization of a neglected relationship.
Journal of Business and Industrial Marketing,
21, 338–345. doi:
10.1108/08858620610690100.
CrossRef
McCracken, G. (1988).
The long interview. Newbury Park, CA: Sage.
Menguc, B., & Auh, S. (2005). A test of strategic orientation formation versus strategic orientation implementation: the influence of TMT functional diversity and interfunctional coordination.
Journal of Marketing Theory and Practice,
13(2), 4–19.
Menon, A., Bharadwaj, S. G., & Howell, R. (1996). The quality and effectiveness of marketing strategy: Effects of functional and dysfunctional conflict in intraorganizational relationships.
Journal of the Academy of Marketing Science,
24(4), 299–313. doi:
10.1177/0092070396244002.
CrossRef
Menon, A., Bharadwaj, S. G., Adidam, P. T., & Edison, S. W. (1999). Antecedents and consequences of marketing strategy making: a model and a test.
Journal of Marketing,
63(04), 18–40.
CrossRef
Mintzberg, H. (1978). Patterns of strategy formation.
Patterns of Strategy Formation,
24, 934–948.
Mintzberg, H. (1994).
Rise and fall of strategic planning. New York: The Free.
Mohr, J., & Nevin, J. R. (1990). Communication strategic in marketing channels: a theoretical perspective.
Journal of Marketing,
54(4), 36–51. doi:
10.2307/1251758.
CrossRef
Mohr, J., & Sohi, R. S. (1995). Communication flows in distribution channels: Impact on assessments of communication quality and satisfaction.
Journal of Retailing,
71(4), 393–417. doi:
10.1016/0022-4359(95)90020-9.
CrossRef
Montgomery, D., & Webster Jr., F. E. (1997). Marketing’s interfunctional interfaces: the MSI workshop of management of corporate fault zones.
Journal of Market Focused Management,
2(1), 7–26. doi:
10.1023/A:1009709931194.
CrossRef
Moorman, C., & Miner, A. S. (1998). The convergence of planning and execution: Improvisation in new product development.
Journal of Marketing,
62(3), 1–20. doi:
10.2307/1251740.
CrossRef
Narayanan, V. K., & Fahey, L. (1982). The Micro-Politics of Strategy Formulation.
Academy of Management Review,
7(1), 25–34. doi:
10.2307/257245.
CrossRef
Narver, J. C., & Slater, S. F. (1990). The effect of market orientation on business profitability.
Journal of Marketing,
54(4), 20–35. doi:
10.2307/1251757.
CrossRef
Nonaka, I. (1991). The knowledge-creating company.
Harvard Business Review,
69(6), 96–104.
Oliva, R. A. (2006). The three key linkages: Improving the connections between marketing and sales.
Journal of Business and Industrial Marketing,
21, 395–398. doi:
10.1108/08858620610690155.
CrossRef
Peteraf, M. A., & Barney, J. B. (2003). Unraveling the resource-based tangle.
Managerial & Decision Economics,
24(4), 309–323. doi:
10.1002/mde.1126.
CrossRef
Piercy, N. F. (1997).
Market-led strategic change: Transforming the process of going to market (2nd ed.). Oxford: Butterworth Heinemann.
Piercy, N. F. (2006). The strategic sales organization.
Marketing Review,
6, 3–28. Spring.
CrossRef
Rouziès, D., Anderson, E., Kohli, A. K., Michaels, R. E., Weitz, B. A., & Zoltners, A. A. (2005). sales and marketing integration: a proposed framework.
Journal of Personal Selling & Sales Management,
25, 113–122. Spring.
Ruekert, R. W., & Walker Jr., O. C. (1987). Marketing’s interaction with other functional units: a conceptual framework and empirical evidence.
Journal of Marketing,
51(1), 1–19. doi:
10.2307/1251140.
CrossRef
Rust, R. T., & Cooil, B. (1994). Reliability measures for qualitative data: Theory and implications.
JMR, Journal of Marketing Research,
31(1), 1–14. doi:
10.2307/3151942.
CrossRef
Sashittal, H. C., & Jassawalla, A. R. (2001). Marketing implementation in smaller organizations: Definition, framework, and propositional inventory.
Journal of the Academy of Marketing Science,
29(1), 50–69. doi:
10.1177/0092070301291004.
CrossRef
Shrivastava, P., & Grant, J. H. (1985). Empirically derived models of strategic decision making.
Strategic Management Journal,
6(2), 97–113. doi:
10.1002/smj.4250060202.
CrossRef
Silverman, D., & Marvasti, A. (2008).
Doing qualitative research: a comprehensive guide. Thousand Oaks, CA: Sage.
Sirmon, D. G., Hitt, M. A., & Ireland, D. R. (2007). Managing firm resources in dynamic environments to create value: looking inside the black box.
Academy of Management Review,
32(1), 273–292.
CrossRef
Slater, S. F., & Olson, E. M. (2001). Strategy type and performance: the influence of sales force management.
Strategic Management Journal,
22(8), 813–829.
Slater, S. F., Olson, E. M., & Hult, G. T. M. (2006). The moderating influence of strategic orientation on the strategy formation capability–performance relationship.
Strategic Management Journal,
27(12), 1221–1231. doi:
10.1002/smj.569.
CrossRef
Smith, B. (2003). The effectiveness of marketing strategy making processes: a critical literature review and a research agenda.
Journal of Targeting, Measurement, and Analysis for Marketing,
11(3), 273–290. doi:
10.1057/palgrave.jt.5740083.
CrossRef
Srivastava, R., Fahey, L., & Christensen, K. H. (2001). The resource-based view and marketing: the role of market-based assets in gaining competitive advantage.
Journal of Management,
27(6), 777–802. doi:
10.1177/014920630102700610.
CrossRef
Strahle, W. M., Spiro, R. L., & Acito, F. (1996). Marketing and sales: Strategic alignment and functional implementation.
Journal of Personal Selling & Sales Management,
16, 1–20. Winter.
Strauss, A., & Corbin, J. (1990).
Basics of qualitative research. Newbury Park, CA: Sage.
Strauss, A., & Corbin, J. (1997).
Grounded theory in practice. Thousand Oaks, CA: Sage.
Strauss, A., & Corbin, J. (1998).
Basics of qualitative research: Techniques and procedures for developing grounded theory. Thousand Oaks, CA: Sage.
Tuli, K. R., Kohli, A. K., & Bharadwaj, S. G. (2007). Rethinking customer solutions: from product bundles to relational processes.
Journal of Marketing,
71(07), 1–17. doi:
10.1509/jmkg.71.3.1.
CrossRef
Varadarajan, P. R., & Jayachandran, S. (1999). Marketing strategy: an assessment of the state of the field and outlook.
Journal of the Academy of Marketing Science,
27(2), 120–143. doi:
10.1177/0092070399272002.
CrossRef
Varadarajan, P. R., & Yadav, M. S. (2002). Marketing strategy and the internet: an organizing framework.
Journal of the Academy of Marketing Science,
30(4), 296–312. doi:
10.1177/009207002236907.
CrossRef
Viswanathan, M., & Olson, E. M. (1992). The implementation of business strategies: Implications for the sales function.
Journal of Personal Selling & Sales Management,
21, 45–57.
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking.
Organization Science,
16(4), 409–421. doi:
10.1287/orsc.1050.0133.
CrossRef
Yandle, J., & Blythe, J. (2000). Intra-departmental conflict between sales and marketing: an exploratory study.
Journal of Selling and Major Account Management,
2(3), 3–31.
Zahra, S., & George, G. (2002). Absorptive capacity: a review, reconceptualization, and extension.
Academy of Management Review,
27(2), 185–203. doi:
10.2307/4134351.
CrossRef