Effective cross-functional partnerships between sales and marketing functions are a priority for many organisations. Previous research proposes that organisational structure and/or location may be influential in creating greater collaboration between sales and marketing. It has been suggested that high performing organisations may structure their sales and marketing functions as single departments. This study tests both these propositions through a survey of managing directors and CEOs of large UK organisations. The results indicate that there is no relationship between structure or location of sales and marketing and collaboration between sales and marketing. Further, high performing organisations structure their sales and marketing functions both as separate departments and as single departments.
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