Does Marketing and Sales Integration Always Pay Off? Evidence from a Social Capital Perspective

Dominique Rouzies, John Hulland and Donald W. Barclay
Additional contact information
Dominique Rouzies: GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique
John Hulland: Katz Business School - PITT - University of Pittsburgh - Pennsylvania Commonwealth System of Higher Education (PCSHE)
Donald W. Barclay: Richard Ivey School of business - UWO - University of Western Ontario

Working Papers from HAL

Abstract: Building on social capital theory, we view the marketing and sales interface as a set of inter-group ties and investigate how firms (1) generate value from inter-group relationships and (2) develop the social capital embedded in these relationships. Our findings suggest that social capital enhances -- but can also limit -- a firm's performance depending on the characteristics of its customers. Our results also demonstrate that managing the marketing and sales interface at different levels of customer concentration is critical to the success of a firm's performance.

Keywords: social capital theory; Marketing organization; sales organization; interface; social capital theory. (search for similar items in EconPapers)
Date: 2010
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Published in 2010

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Persistent link: https://EconPapers.repec.org/RePEc:hal:wpaper:hal-00540797

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