Interactions between marketing and R&D departments in implementing different business strategies
基于Miles和Snow的战略类型学，研究不同业务单元战略下营销与研发部门间的冲突程度、冲突管理结构及互动有效性，发现探索者战略下冲突最大。
Abstract This paper examines how interactions between marketing and research and development personnel vary across business units pursuing different strategies. Based on the Miles and Snow typology of strategy, several propositions concerning the extent of interdepartmental conflict, the structures used to manage and resolve such conflicts, and the perceived effectiveness of the interaction between marketing and R&D are developed. These propositions are empirically tested in a study of marketing personnel from three divisions of a large Fortune 500 company. The results of this preliminary test indicate that conflict between the two departments is greatest under a prospector business unit strategy. The degree of formalization and the use of different forms of conflict resolution mechanisms only partially conformed to the predictions of Miles and Snow, but were strongly linked to respondents' assessment of the effectiveness of relations between the two functional areas.