The antecedents of cross-functional coordination and their implications for marketing adaptiveness

Kholoud Mohsen and Teck-Yong Eng

Journal of Business Research, 2016, vol. 69, issue 12, 5946-5955

Abstract: As the gap between accelerating rate of change and organizational capability in responding to it widens, managers face increasing challenges to coordinate and align diverse intra-firm functions. Although coordination across functions in an organization is necessary for integrating complex resources, little is known about the internal conditions of a firm in which cross-functional coordination influences marketing adaptiveness. We use fuzzy-set qualitative comparative analysis to analyze survey data of 274 managers in Egyptian firms operating in uncertain environments based on the motivation–ability–opportunity framework and configuration theory. The findings show that the causal pathways leading to cross-functional coordination and marketing adaptiveness can be enhanced by resource dependency, cross-functional teams, multifunctional training, and management support. In particular, management support is a crucial condition for cross-functional teams and multifunctional training. While resource dependency is an important internal factor for coordination, a high resource dependency can result in a negative effect on marketing adaptiveness.

Keywords: Motivation–ability–opportunity framework; Cross-functional coordination; Marketing adaptiveness; Configuration theory; Fuzzy-set comparative qualitative analysis (fsQCA) (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:69:y:2016:i:12:p:5946-5955

DOI: 10.1016/j.jbusres.2016.05.007

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