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Does functional managerial dependence affect working relationships during NPD projects: an Australian perspective

Conference Paper


Abstract


  • New product development work requires managers from functional backgrounds to work

    together on projects and rely on each other’s specialist skills and resources to meet their

    own job requirements. This interaction requires the manager to make decisions about the

    extent to which they want to invest in a working relationship with a functional

    counterpart. The purpose of this exploratory paper is to develop and test an exploratory

    model examining the effects of such managerial dependence on relationship investment

    and communication and during cross-functional working relationships between marketing

    managers and R&D managers in 184 new product development projects in Australia.

    This study provides empirical support for the proposition that while the way a manager

    perceives their dependence on their functional counterparts is important, a greater

    predictor of successful working relationships is the norm of reciprocity. This has

    implications for the nature of integration mechanisms that top management use to

    facilitate successful interactions between their functional specialists on NPD projects.

UOW Authors


  •   Kyriazis, Elias
  •   Johnson, Lester W. (external author)
  •   Couchman, Paul (external author)

Publication Date


  • 2012

Citation


  • Kyriazis, E., Johnson, L. & Couchman, P. (2012). Does functional managerial dependence affect working relationships during NPD projects: an Australian perspective. ANZMAC 2012: Australian and New Zealand Marketing Academy Conference (pp. 1-7). Australia: ANZMAC.

Ro Metadata Url


  • http://ro.uow.edu.au/commpapers/3172

Start Page


  • 1

End Page


  • 7

Place Of Publication


  • http://www.anzmac12.com/

Abstract


  • New product development work requires managers from functional backgrounds to work

    together on projects and rely on each other’s specialist skills and resources to meet their

    own job requirements. This interaction requires the manager to make decisions about the

    extent to which they want to invest in a working relationship with a functional

    counterpart. The purpose of this exploratory paper is to develop and test an exploratory

    model examining the effects of such managerial dependence on relationship investment

    and communication and during cross-functional working relationships between marketing

    managers and R&D managers in 184 new product development projects in Australia.

    This study provides empirical support for the proposition that while the way a manager

    perceives their dependence on their functional counterparts is important, a greater

    predictor of successful working relationships is the norm of reciprocity. This has

    implications for the nature of integration mechanisms that top management use to

    facilitate successful interactions between their functional specialists on NPD projects.

UOW Authors


  •   Kyriazis, Elias
  •   Johnson, Lester W. (external author)
  •   Couchman, Paul (external author)

Publication Date


  • 2012

Citation


  • Kyriazis, E., Johnson, L. & Couchman, P. (2012). Does functional managerial dependence affect working relationships during NPD projects: an Australian perspective. ANZMAC 2012: Australian and New Zealand Marketing Academy Conference (pp. 1-7). Australia: ANZMAC.

Ro Metadata Url


  • http://ro.uow.edu.au/commpapers/3172

Start Page


  • 1

End Page


  • 7

Place Of Publication


  • http://www.anzmac12.com/