Conflict between Engineers and Marketers

Shaw, Vivienne; Shaw, Christopher T.

doi:10.1016/s0019-8501(97)00060-6

Cited by 47 publications

(49 citation statements)

References 21 publications

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“…Shaw and Shaw (1998) found that when marketing managers lacked credibility, marketing/engineering relationships tend to be poor. Similarly, Gupta and Wilemon's (1990) study of high-technology firms found that 27% of the R&D managers surveyed believed that marketing managers did not know enough about marketing to be effective.…”

Section: Cognition-based Trustmentioning

confidence: 99%

“…We focus on this particular managerial dyad because it is well established that these two managers are among the most important decision makers during NPD projects (e.g., Wind, 1981Wind, , 1982. The extent to which these two managers trust each other is important because there is strong evidence that the more effectively marketing and R&D work together during NPD, the greater the likelihood of developing a successful new product (Maltz et al, 2001;Shaw and Shaw, 1998;Souder, 1981Souder, , 1988.Improving success rates of NPD projects is important for firms because new products have major strategic implications, e.g., for portfolio management, medium to long-term cash flows, and even the long-term survival of the firm (Cooper, 1996;Crawford and DiBenedetto, 2003). Empirical evidence suggests however, that marketing/R&D relationships during NPD are often problematic (Shaw and Shaw, 1998), therefore improving these relationships is a critical managerial challenge.…”

mentioning

confidence: 99%

“…The extent to which these two managers trust each other is important because there is strong evidence that the more effectively marketing and R&D work together during NPD, the greater the likelihood of developing a successful new product (Maltz et al, 2001;Shaw and Shaw, 1998;Souder, 1981Souder, , 1988.…”

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confidence: 99%

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Personal characteristics, trust, conflict, and effectiveness in marketing/sales working relationships

Massey

Dawes

2007

European Journal of Marketing

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Purpose − The primary objective of this research is to test a model examining interpersonal trust between marketing managers and R&D managers during new product development projects. In this study we conceptualise interpersonal trust as a bidimensional construct with cognitive and affective components. Our integrative structural model specifies Weber's (1924) structural/bureaucratic dimensions − formalisation and centralisation to predict three communication dimensions, communication frequency, quality, and bidirectionality. In turn these communication dimensions are used to predict cognition-based trust, and affect-based trust. In addition, we model the direct effects of our three communication dimensions on our dependent variable − perceived relationship effectiveness.Design/methodology/approach − Our hypothesised model consists of sixteen hypotheses, seven of which relate to our two focal interpersonal trust constructs. Our measures were tested and our structural model estimated by using PLS. Data was provided by 184 R&D managers in Australia, reporting on their working relationship with a counterpart marketing manager during a recent product development project.Findings − Our hypothesized model has high explanatory power and we found that both trust dimensions strongly influenced the effectiveness of marketing/R&D relationships during new product development, with cognition-based trust having the strongest impact. Our results also reveal which forms of communication help to build interpersonal trust. The most powerful effect was from communication quality to cognition-based trust. The next strongest effects were from bidirectional communication, which was a strong predictor of affect-based trust, and a somewhat weaker predictor of cognition-based trust. Interestingly, the direct effects of our three communication behaviours on relationship effectiveness were modest, suggesting that their relationship building effects are largely indirect. Last, we reveal that bureaucratic means of control on product development projects have mixed effects. As expected, centralisation reduces cross-functional communication. In contrast, formalisation has a positive effect during product development, as it stimulates both the frequency and bidirectionality of communication between marketing managers and R&D managers on these projects.Originality/value − This is the first study to treat interpersonal trust as the focal construct in marketing/R&D relationships during new product development. Moreover, it is the only study of marketing/R&D relationships to conceptualise, measure, and model two underlying dimensions of interpersonal trust (cognitionbased trust, and affect-based trust). Our study also integrates aspects of Weber's (1924) theory of bureaucracy, with interaction theory, and demonstrates the strong links between these theoretical frameworks. KeywordsInterpersonal trust; cross-functional relationships, marketing/R&D relationships, new product development Paper type Research paper 3 IntroductionSince Ruekert and...

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Section: Cognition-based Trustmentioning

confidence: 99%

mentioning

confidence: 99%

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Personal characteristics, trust, conflict, and effectiveness in marketing/sales working relationships

Massey

Dawes

2007

European Journal of Marketing

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“…Previous research has mainly focused on inter-disciplinary collaboration between engineering design and manufacturing (Beskow, 1997;Ulrich and Eppinger, 2000) and engineering with marketing (Griffin and Hauser, 1996;Shaw and Shaw, 1998). With the exception of Persson and Warell (2003) who identified methods and tools adopted by industrial designers and engineering designers, little research has been done to investigate the collaborative interaction between industrial designers and engineering designers.…”

Section: Inter-disciplinary Collaboration During Npdmentioning

confidence: 99%

“…In contrast, the term engineering design broadly encompasses mechanical, electrical and electronic engineering (Fielden, 1963), all of which employ science-based problem solving methods (Hurst, 1999 Previous research has mainly focused on inter-disciplinary collaboration between engineering design and manufacturing (Beskow, 1997;Ulrich and Eppinger, 2000) and engineering with marketing (Griffin and Hauser, 1996;Shaw and Shaw, 1998). With the exception of Persson and Warell (2003) …”

Section: Introductionmentioning

confidence: 99%

Development of a tool for building shared representations among industrial designers and engineering designers

2010

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Previous studies have demonstrated the importance of multi-disciplinary collaboration in New Product Development (NPD). As such, interactions between industrial designers and engineering designers have become increasingly important. This research project aims to build a shared understanding between the 2 disciplines during NPD. Following empirical research that revealed collaboration-related problem areas, as well as collecting data concerning the use of design representations, a card system was developed to provide information on the role and significance of design representations, leading to joint understanding, improved communication and creation of shared knowledge. When asked in the validation study if the system would foster collaboration, 68.2% of industrial designers and 63.2% of the engineering designers gave a good and excellent rating, indicating that the system could play a significant role towards the support of multidisciplinary teamwork. Despite the importance of inter-disciplinary collaboration, few studies have examined the relationship between industrial design and engineering design.For this study, industrial design encompasses the specification of product form including aesthetic judgement, semantics, user interface and social requirements (IDSA, 2006;Tovey, 1994;Flurscheim, 1983). In contrast, the term engineering design broadly encompasses mechanical, electrical and electronic engineering (Fielden, 1963), all of which employ science-based problem solving methods (Hurst, 1999 Previous research has mainly focused on inter-disciplinary collaboration between engineering design and manufacturing (Beskow, 1997;Ulrich and Eppinger, 2000) and engineering with marketing (Griffin and Hauser, 1996;Shaw and Shaw, 1998). With the exception of Persson and Warell (2003) Standardising the Use of Design RepresentationsDesign representations can be expressed through language, graphic or artefacts (Goel 1995; Goldschmidt, 1997) and they refer to models of the 6 object being symbolised (Palmer, 1987 (Goldschmidt, 1992). In comparing the differences between representations favoured by the 2 disciplines, Veveris (1994) observed that engineering designers used models associated with engineering principles, functional mechanisms, production issues; whereas industrial designers applied representations related to appearance and usability. Despite the various attempts to classify representations by other authors (Tjalve et al. 1979;Ullman, 1988;Tovey, 1989;Evans, 1992;Ferguson, 1992;Goldschmidt, 1992;Veveris, 1994;Kavakli et al., 1998; 7 Cross, 1999;Do et al., 2000;Otto and Wood, 2001;Cain, 2005 Although ambiguous representations possess benefits, their ill-defined nature makes it difficult for engineering designers to comprehend and recognise how they work in relation to a product's technical parameters (Saddler, 2001). It may be difficult for a viewer other than the originator to understand the embodied meaning, context or scale (McGown, et al., 1998). The need for accurate and effective representat...

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Stages, Gates, and Conflicts in New Product Development: A Classification Approach

Rese

Baier

Woll

Studies in Classification, Data Analysis, and Knowledge Organization

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Conflict between Engineers and Marketers

Cited by 47 publications

References 21 publications

Personal characteristics, trust, conflict, and effectiveness in marketing/sales working relationships

Personal characteristics, trust, conflict, and effectiveness in marketing/sales working relationships

Development of a tool for building shared representations among industrial designers and engineering designers

Stages, Gates, and Conflicts in New Product Development: A Classification Approach

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