Co-operation,coordination, and specific assets in inter-organisational relationships

A basic premise of inter-organisational research, from a number of different theoretical perspectives, is that selected organisations should work in harmony rather than competition with each other in order to enhance business success. From this perspective, a review of the literature reveals that three related topics are co-operation, coordination, and specific assets. Yet these constructs have not been examined together in empirical research. This study examines the relationship between these focal constructs and two antecedents (trust and commitment) and one consequent (satisfaction). As predicted, commitment leads to co-operation, coordination, and specific assets. Yet, only co-operation and coordination leads to satisfaction with the relationship. Although trust leads to co-operation, trust has a negative relationship with specific assets, which in turn, leads to lower levels of satisfaction with the relationship.     

Drivers of sales and marketing collaboration in business-to-business selling organisations

This paper focuses on identifying and exploring the antecedents and consequences of collaboration between the sales and marketing functions within organisations and empirically tests the resulting model. There is evidence to show that collaborative sales and marketing functions have benefits to an organisation in terms of improved business performance, but many organisations have not yet achieved collaborative internal functions. The study identifies five antecedents to collaboration between sales and marketing and tests the proposition that greater collaboration between sales and marketing is linked to benefits in terms of improved business performance.