Integrating marketing and information services functions: a complementarity and competence perspective |
| |
Authors: | Cheryl Nakata Zhen Zhu Elif Izberk-Bilgin |
| |
Institution: | (1) College of Business Administration, University of Illinois at Chicago, 601 S. Morgan, Chicago, IL 60607, USA;(2) Sawyer Business School, Suffolk University, 8 Ashburton Place, Boston, MA 02108, USA;(3) College of Business, University of Michigan-Dearborn, Fairlane Center South, 19000 Hubbard Drive, Dearborn, MI 48126, USA |
| |
Abstract: | Integrating two disparate functions in organizations—marketing and information services (IS)—has become a critical business
concern due to the increasing use of information technology (IT) to find and open new markets, deliver improved services to
customers, and streamline internal marketing processes. This study appears to be the first to empirically examine the dynamics
of bringing these distinct groups of specialists together. We investigate potential antecedents, consequences, and contingencies
of IS-marketing integration, drawing on theories of complementarity and competence. Through a survey of IS and marketing executives,
we learn that integration is facilitated by trust between the two functions and the interaction between IT strategic intent
and customer orientation; it is impeded by a gap in top management knowledge of IT versus marketing. We also find that integration
fosters the much-coveted capabilities of developing and introducing innovations (innovativeness) as well as responding flexibly,
swiftly, and adroitly to opportunities (strategic responsiveness). Additionally, we determine integration is bounded by market
dynamism. In sum, integration between marketing and IS can be enhanced via managerial efforts, and the relationship is profoundly
beneficial to businesses. |
| |
Keywords: | |
本文献已被 SpringerLink 等数据库收录! |
|