**Author details**

**5.2. Managerial implications**

166 Organizational Conflict

tionship in the host countries.

into product and process innovation.

**7. Conclusions**

sales and marketing based on shared goals [8].

**6. Limitations and directions for future research**

ity of our findings to other industries needs to be tested.

These findings are relevant for firms deploying innovation through marketing and sales crossfunctional teams, providing insights into how to improve sales and marketing teams' perceived relationship effectiveness to positively affect product innovation and performance [21]. Results indicate that value creation is not just a result of the formalized Stage-Gates process; it needs to be nurtured over time to promote joint planning in a collaborative mindset and behavior. Further, it is shown that both, formalization and joint planning, can be effectively enhanced by encouraging the amount of marketing-sales communication strategies, improving new product success rates, market share and sales growth [22]. Managers should implement systems to stimulate information sharing (both quantity and quality) to set and reward

Finally, the evidence provided by this research could help multinational companies expanding into emergent markets like Latin America to implement effective cross-functional rela-

Despite providing a complete picture of South American emerging markets, since this study was performed in a consumer goods packaged company in different countries, the applicabil-

A more detailed examination of a bigger number of firms, on other taxonomical industries [11], would give us more insightful information of the innovation process. Additionally, cross-functional relationships are affected by a wide range of factors; thus, future research could draw on other frameworks such as the impact of different "linkage devices" on trust and how social network mechanisms help firms internalize resources and transform them

From the methodological point of view, despite being recently studied [3, 22], future work could add objective measures to the subjective construct of "perceived relationship effective-

This study focuses on the organizational team's innovation process between marketing and

In contrast to recent studies, this research builds on the interaction and roles of sales and mar-

The research contributes to the understanding of factors that can enhance the team's innovation process between marketing and sales managers, specifically in Latin American emerging markets who are capitalizing post-crisis growth by delivering products of value to consumers and clients.

ness", such as new product turnover, market share and mix participation inter alia.

sales of a successful global company in six different countries of South America.

keting, operating as distinct functions but deploying new product launches jointly.

Teresa Cometto\* and Gaston J. Labadie

\*Address all correspondence to: tcometto@uni.ort.edu.uy

Faculty of Administration and Social Sciences, Universidad ORT Uruguay, Montevideo, Uruguay
