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Interdependence and communication between technically trained managers and marketing managers during innovation projects

Journal Article


Abstract


  • Interdependence between Technically Trained Managers and Marketing Managers in new product development (NPD) teams is inherent, though few studies have investigated its effects within such teams. Here, interdependence is disaggregated into two underlying dimensions — the dependence of the Technically Trained Manager on the Marketing Manager, and the dependence of the Marketing Manager on the Technically Trained Manager during the project. Our model is tested using data from 184 Technically Trained Managers from Australian companies involved in NPD. The results suggest that interdependence is an important contextual variable during NPD projects. Senior managers should communicate its importance to NPD team members because of its positive effects within the NPD team. Where the Technically Trained Manager and Marketing Manager recognise their interdependence, they engage in more frequent, and more bidirectional communication. This is important because more effective communication between these two managers positively influences the quality and effectiveness of their working relationships, which in turn can increase NPD project success.

Publication Date


  • 2014

Citation


  • Massey, G. R. & Kyriazis, E. (2014). Interdependence and communication between technically trained managers and marketing managers during innovation projects. International Journal of Innovation Management, 18 (3), 1440003-1-1440003-21.

Scopus Eid


  • 2-s2.0-84901376607

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/386

Has Global Citation Frequency


Start Page


  • 1440003-1

End Page


  • 1440003-21

Volume


  • 18

Issue


  • 3

Place Of Publication


  • United Kingdom

Abstract


  • Interdependence between Technically Trained Managers and Marketing Managers in new product development (NPD) teams is inherent, though few studies have investigated its effects within such teams. Here, interdependence is disaggregated into two underlying dimensions — the dependence of the Technically Trained Manager on the Marketing Manager, and the dependence of the Marketing Manager on the Technically Trained Manager during the project. Our model is tested using data from 184 Technically Trained Managers from Australian companies involved in NPD. The results suggest that interdependence is an important contextual variable during NPD projects. Senior managers should communicate its importance to NPD team members because of its positive effects within the NPD team. Where the Technically Trained Manager and Marketing Manager recognise their interdependence, they engage in more frequent, and more bidirectional communication. This is important because more effective communication between these two managers positively influences the quality and effectiveness of their working relationships, which in turn can increase NPD project success.

Publication Date


  • 2014

Citation


  • Massey, G. R. & Kyriazis, E. (2014). Interdependence and communication between technically trained managers and marketing managers during innovation projects. International Journal of Innovation Management, 18 (3), 1440003-1-1440003-21.

Scopus Eid


  • 2-s2.0-84901376607

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/386

Has Global Citation Frequency


Start Page


  • 1440003-1

End Page


  • 1440003-21

Volume


  • 18

Issue


  • 3

Place Of Publication


  • United Kingdom