How do working relationships between functional managers develop, and how are they
maintained? Does interpersonal trust drive communication, or is communication the building
block of interpersonal trust? Massey and Dawes (2002) examined the causal ordering of three
key behavioural constructs--communication behaviours, interpersonal trust, and
interpersonal conflict in cross-functional relationships between Marketing Managers and Sales
Managers. By using three competing models they found evidence that CFRs are built on a
foundation of effective communication, specifically, bidirectional communication.
paper is a replication of their study in the context of the Marketing/R&D relationship during
184 Australian new product development projects. It contributes to the literature, by
corroborating the causal ordering suggested by Massey and Dawes (2002). These findings
have significant implications for the selection of strategies by senior management to better
integrate the Marketing and R&D functions.