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Therefore, integrated management of the marketing and organizational behavior interface is imperative.
Particularly, the marketing–finance interface is vital to corporate success as strong interdependencies between the two departments exist.
Specifically, we propose some amendments to the definition and detail of the marketing practices, arguing for example that e-marketing does not exist as a separate practice but rather that marketing practices are independent of the specific media and technology used at the customer interface.
The main findings suggest the dismantling of traditional marketing departments in favor of a relatively large collection of marketing-related units and structures.
The authors believe that departments of any size can implement a similar redesign process to develop a curriculum that is strategically consistent with the department's core competencies and focused on learning outcomes that are fundamental to any marketing career.
Thus, managers wishing to improve the marketing–manufacturing interface should select the policies that match the culture in which the product development project is located.
Among potential influences, departments are particularly important.
Thompson's taxonomy and the contingent variables constitute the conceptual framework of the study. Findings – Results show that the conceptual framework provides encouraging results in interpreting the marketing‐SCM interface design by companies, even if some refinements, especially as far as the interface taxonomy are concerned, appear necessary to provide a comprehensive understanding of the phenomenon. Research limitations/implica...
Specifically, the authors find evidence that R&D departments in Japanese firms have a larger role in new product development than do marketing departments.

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