Influencing R&D/marketing integration and the use of market information by R&D managers: intended and unintended effects of managerial actions

By Elliot N. Maltz, W. Souder, Ajith Kumar. 2001

136 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b9b124830989fd4deea08e05c7f9c0c8b2ceafca

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Christian Homburg
2. Yikuan Lee
3. O. Jensen
4. Shih-Chang Hung
5. Birgit Renzl
6. Kurt Matzler
7. Ruth Stock
8. J. Wieseke

In Social Psychology

1. Christian Homburg

In Strategy and Management

1. Christian Homburg
2. Yikuan Lee
3. O. Jensen
4. Bou-Wen Lin
5. Shih-Chang Hung

Citations in the corpus

• R&D intensity and commercialization orientation effects on financial performance (2006, background): “Although the performance implications of R&D expenditures and marketing expenses have attracted extensive research efforts (e.g., Chauvin and Hirschey, 1993; Griffin and Hauser, 1996; Maltz et al., 2001), the results are largely inconclusive.”
• The Thought Worlds of Marketing and Sales: Which Differences Make a Difference? (2007, background): “Second, internal change has been demonstrated to encumber internal working relationships and attitudes (Reilly, Brett, and Stroh 1993; Worrall, Parkes, and Cooper 2004) as well as marketing’s interfunctional relationships (Maltz and Kohli 2000; Maltz, Souder, and Kumar 2001).”