Why should marketing and manufacturing work together?: Some exploratory empirical results

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The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes (2007, background): “2000) (b) greater understanding by marketing of manufacturing’s constraints, objectives, and motivations (Hausman et al. 2002); (c) greater understanding by manufacturing of customer preferences, marketing promotional plans, and competitive activity (Kohli and Jaworski 1990); (d) anticipation, mitig”
Supply Chain Integration and the SCOR Model (2011, background): “For example, many studies (Hill 1994; Hausman et al. 2002) have found the importance of aligning marketing and manufacturing operations to improve performance.”
Coordination of marketing and production for price and leadtime decisions (2008, background): “Hausman et al. (2002) empirically demonstrate that business performance is enhanced when manufacturing and marketing work together for goal attainment.”
The impacts of marketing and operations capabilities on financial performance in the UK retail sector: A resource-based perspective (2014, background): “A growing number of researchers have explicitly emphasized the importance of integrating operations and marketing perspectives in gaining competitive advantage (O’Leary-Kelly and Flores, 2002; Calantone et al., 2002; Hausmana et al., 2002; Song et al., 2007; Nath et al., 2010).”