Using cross-functional, cross-firm teams to co-create value: The role of financial measures
| dc.contributor.author | Enz, Matias | - |
| dc.contributor.author | Lambert, Douglas M. | - |
| dc.date.accessioned | 2012-05-18T23:01:26Z | |
| dc.date.available | 2012-05-18T23:01:26Z | |
| dc.date.issued | 2012-04-01T00:00:00Z | - |
| dc.description.abstract | Increasingly, the involvement of representatives from all major business functions in cross-functional, crossfirmteams is being viewed as a means to develop and maintain profitable business-to-business relationships.However, if the measurements of the value co-created in these relationships with customers and suppliers donot incorporate the financial outcomes of joint cross-functional initiatives, managers can be led to makedecisions that jeopardize the long-term profitability of the two firms. In this paper, the authors explore thedifferences in value co-creation when a company is linked to key customers and key suppliers through crossfunctionalteams and when it is not. Using a case study approach, the authors measured value co-creation infinancial terms and describe how managers changed their behaviors toward customers and suppliers whenthey were able to compare the value that was being co-created in each relationship. In each pair ofrelationships, one involved cross-functional teams and the other did not. The results indicate that crossfunctional,cross-firm involvement leads to increased value co-creation. The research suggests that marketingscholars and managers should emphasize the use of cross-functional teams that involve all major functions tomanage relationships with key customers, and should incorporate financial measures in the evaluation ofrelationship performance. | en_UK |
| dc.identifier.citation | Matias G. Enz and Douglas M. Lambert, Using cross-functional, cross-firm teams to co-create value: The role of financial measures, Industrial Marketing Management, Volume 41, Issue 3, April 2012, Pages 495–507 | |
| dc.identifier.issn | 0019-8501 | - |
| dc.identifier.uri | http://dx.doi.org/10.1016/j.indmarman.2011.06.041 | - |
| dc.identifier.uri | http://dspace.lib.cranfield.ac.uk/handle/1826/7164 | |
| dc.language.iso | en_UK | - |
| dc.publisher | Elsevier Science B.V., Amsterdam. | en_UK |
| dc.rights | NOTICE: this is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, Volume 41, Issue 3, April 2012, Pages 495–507. http://dx.doi.org/10.1016/j.indmarman.2011.06.041 | |
| dc.title | Using cross-functional, cross-firm teams to co-create value: The role of financial measures | en_UK |
| dc.type | Article | - |