Managing the R&D-marketing interface

Abstract

Several studies have shown a positive link between appropriate levels of marketing-R&D interaction early in the innovation process and new product success. The authors discuss how firm strategy and environmental uncertainty have an impact on the level of integration required. They also examine the barriers to effective integration between these two functional groups. An organizational infrastructure consisting of specific initiatives in the areas of top management involvement, organizational structure, reward systems, and group dynamics is proposed to promote effective functioning of interdisciplinary teams.<>