Mapping strategic decision-making in cross-functional contexts

This article examines the implemented decisions involving the marketing and production functions of a Latin American firm. In a strategic effort to become more market-oriented, firm managers sought to increase interdepartmental coordination and reduce conflicts. The mapping of processes and outcomes show that functional departments based in Colombia and the United States became more open to communications and higher levels of trust than that experienced previously. The study relates directly to the causal mapping literature in strategic management.