All quiet on the Western front? Empirical evidence on the “War” between Marketing Managers and Sales Managers

A common assumption in the literature is that ineffective relationships and conflict between Marketing Managers and Sales Managers and their respective departments is endemic. This article challenges that assumption via an exhaustive review of the large sample quantitative studies of this important working relationship. The analysis reveals that the assumption is unsustainable in the light of the evidence, and that Marketing Manager/Sales Manager relationships are generally effective. This is encouraging news for these managers and their firms, as recent work has established that effective Marketing/Sales relationships are positively associated with superior value creation and market performance.

► Marketing Manager/Sales Manager working relationships are assumed to be dysfunctional.
► This assumption is tested via an exhaustive analysis of the empirical literature.
► The findings suggest the assumption is unsustainable in the light of the evidence.
► The findings of this study have important theoretical and managerial implications.