Processes and integration in the interaction of purchasing and marketing: Considering synergy and symbiosis |
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| Institution: | 1. Cardiff Business School, Cardiff University, Colum Drive, Cardiff CF10 3EU, United Kingdom;2. EDHEC Business School, 24 Avenue Gustave Delory, CS 50411, 59057 Roubaix Cedex 1, France;3. Lincoln Business School, University of Lincoln, Brayford Pool, Lincoln LN6 7TS, United Kingdom;1. Edwards School of Business, University of Saskatchewan, 25 Campus Drive, Saskatoon, SK S7N 5A7, Canada;2. Carey Business School, Johns Hopkins University, 100 International Drive, Baltimore, MD 21202, United States;1. University of Vermont, School of Business Administration, 55 Colchester Ave., Burlington, VT 05405, United States;2. The University of Texas at Dallas, The Naveen Jindal School of Management, 800 W Campbell Rd, Richardson, TX 75080, United States;3. Oakland University, School of Business Administration, 427 Elliott Hall, 2200 N. Squirrel Road, Rochester, MI 48309, United States |
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| Abstract: | Effective integration of both purchasing and marketing functions is central to effective value creation and alignment of an organization with its business environment. Rapidly changing environments create gaps in the value creation process that compromises the delivery of value to the customer and risk misalignment of value propositions to their needs. Despite the clear imperative for research in this area, the extant literature is partial and delivers limited coherence. Ours is a theoretical article that—in drawing on previous literature—introduces the new work collected in this special issue and considers this against our own empirical evidence. We present a framework that maps out the landscape of internal organizational integration with a particular emphasis on purchasing and marketing integration. Implications for theory and managers are explored. |
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