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- Type of Document: Ph.D. Dissertation
- Language: Farsi
- Document No: 52186 (44)
- University: Sharif University of Technology
- Department: Management and Economics
- Advisor(s): Najmi, Manoochehr
- Abstract:
- Previous studies and field evidences show that creating appropriate interactions between sales and marketing departments is a challenge for many organizations. The main objective of this research is to develop and elaborate a conceptual framework in which "cooperation mechanisms" between sales and marketing and it’s "consequences" determined and provide an explanation that shows how configuration of sales and marketing relationship affects its consequences. The results show that "organizational ambidexterity" is the core consequence in proper architecture of the relationship between sales and marketing. In the strategy literature, combination of the dual capabilities of exploration and exploitation is called "organizational ambidexterity". It is necessary for growth and survival of organizations to maximize utilization of available resources in the short-term and to explore new domains in the long run so that adapt themselves with environmental changes. This research has been done qualitatively and case research was performed in the five Iranian consumer goods firms. Theory development was performed based on abductive approach in which we tried to have constant interaction of field data and multiple theoretical perspectives so that we reach the best explanation for the phenomenon under research. The results show that proper configuration of the relationship by using structural differences and integration mechanisms between units can pave the way for the realization of organizational ambidexterity. Sales department tend to exploitation and marketing department tends to exploration. It is necessary for each department to have related capabilities to realize exploration and exploitation. The right architecture of the relationship between sales and marketing paves the way in formation of essential capabilities for exploration and exploitation in each department. In addition, it is shown that mutual support of sales and marketing departments in each other approaches is an important factor in achieving organizational ambidexterity
- Keywords:
- Sale and Marketing Relationship ; Organizational Ambidexterity ; Integration Mechanisms ; Structural Differentiations ; Exploitative and Explorative Capabilities
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