The authors develop a framework for examining how and why marketing personnel interact with personnel in other functional areas in planning, implementing, and evaluating marketing activities. Building on theoretical developments from social systems theory and resource dependence models, they provide a general framework that can be used to understand such interaction across different functional areas and different types of marketing positions. A partial test of this framework based on the responses of 151 managers in three different divisions of a Fortune 500 firm shows preliminary support for the propositions developed.
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