Department/School
Marketing
Date of this version
9-2011
Document Type
Article
Keywords
sales–marketing interface, qualitative, Saudi Arabia, culture, power
Abstract
Extant research on sales–marketing interface has ignored emerging markets as research contexts. This study uses grounded theory methodology and depth-interview data from 37 sales and marketing professionals in Saudi Arabia to explicate how firm contexts that are influenced by Islamic values may shape intraorganizational mechanisms between firm leadership and sales and marketing departments, moderate their roles in marketing strategy activities, and affect interface dynamics. Specifically, appreciation of high power distance and traditional authority allow top leadership to be extensively involved in firm's everyday operations and there is a conspicuous absence of two-way dialog between top leadership and interface personnel. As a result, marketing strategy making authority is rarely transferred to sales and marketing. The context thus creates a chain of command with top leadership holding central authority, marketers preparing action plans and salespeople implementing those plans. Overall, this context brings forth certain hitherto unexplored perspectives on this interface.
Published in
Journal of Business Research
Citation/Other Information
Avinash Malshe, Jamal Al-Khatib, Mohammed Al-Habib, Shaza Ezzi, Exploration of sales-marketing interface nuances in Saudi Arabia, Journal of Business Research, Available online 14 September 2011, ISSN 0148-2963, 10.1016/j.jbusres.2011.08.006.