Environmental Dependence and Departmental Structure
Case of the Marketing Function
Bibliographic Data
| ID | 9890116 |
|---|---|
| Authors | Ali Dastmalchian (University of Saskatchewan, corresponding author), David A Boag (University of Saskatchewan) |
| Year | 1990 |
| Volume | 43 |
| Issue | 12 |
| Pages | 1257-1276 |
| Publication date | 1990-12-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872679004301205 |
| OpenAlex | W2129874602 |
| Language | EN |
| Citations received | 1 |
| References cited | 37 |
This paper reports the results of a study examining the relationships between market and customer dependencies and the structure of the marketing departments (boundary-spanning units) in 44 electronics/telecommunications companies in Canada. Data were collected by means of personal interviews with senior management and marketing officials in each company. The results show that product market dependency has positive effects on specialization and the level of integration of the marketing function, while customer dependency has a positive impact on centralization of decision making in the departments. When these relationships were compared in high and low performing firms in the sample, they were mostly evident only in more succesful ones. In addition, product market dependency had a positive impact on departmentalformalization in more successful units. Implications of the findings for research on dependence-structure relationships are discussed
Business · Dependency (UML · Function (biology · Industrial organization · Marketing management · Marketing mix · Product (mathematics · Relationship marketing · Sample (material · Structural equation modeling · Business Strategy and Innovation · Computer Science · Innovation and Knowledge Management · Management and Organizational Studies · Marketing
Perspectives on organization design and behavior
Organizations and Environments
Power-Dependence Relations
Exchange and Power in Social Life
Organizations
Structural Implications of Organizational Dependence upon Customers and Owners
Exchange and power in social life
Determinants of Coordination Modes within Organizations
Organizations and Clients
Organizations as Bargaining and Influence Systems
Technology, Size, and Organization Structure
Organizational Structure, Environment and Performance
| Citation velocity | historical |
|---|---|
| Highly cited | No |