**3. Methodology**

The methodology is presented in two stages. The first phase of the research was to develop a hypothetical model and test it. This should provide information on the variables in the relationship and their interaction with each other. Then, in order to confirm our findings and provide in-depth and context-rich data [28], in-depth interviews were used to confirm and provide further insights into the behaviors of sales and marketing staff during the deployment of new product launches.

#### **3.1. Quantitative stage: survey context and data collection**

This study was conducted in a Global 500 [29] multinational consumer packaged goods company in six of its Southern Cone Latin American branches (Argentina, Chile, Peru, Bolivia, Uruguay and Paraguay). The total cluster accounts for a significant turnover (higher than \$ 2 billion US dollars) and an intense innovation deployment strategy.

#### *3.1.1. Measure development*

**2.3. Formalization (FMZ)**

158 Organizational Conflict

therefore hypothesize that:

[27]. Therefore:

Formalization is defined as the extent to which sales-marketing cooperation is structured by rules and procedures [11]. The process adopted by the studied company in each country is the Stage-Gates innovation process that enables companies to minimize uncertainty by helping them identify the wrong projects before too many resources are invested [25]. A key managerial role is to direct sales-marketing integration toward the common goals of NPD projects through formalized processes that affect cross-functional relationships (e.g., see [26]). We

H4 Formalization of the innovation process between the sales and marketing managers is

However, it is also recognized that strictly adhering to the Stage-Gates philosophy may turn out in rejecting viable projects. Therefore, initial flexible processes that are adaptable through information sharing, experience and learning can improve the dynamics of project execution

H5 Communication amount between the sales and marketing managers is positively related

H6 Communication quality between sales and marketing managers is positively related with

Joint planning, one of the structural linkages, is understood as the degree needed in developing the product strategy where marketing and sales ideally should reach a consensus [11]. The dimension is built on product strategy agreement and teamwork, as well as objectives,

H7 Joint planning between the sales and marketing managers is positively related with the

The significant negative relationship between the quality of cross-functional information and goal incongruity [4] suggests that the joint planning among functions engaged in NPD pro-

H8 Communication amount is positively related with joint planning between marketing and

H9 Communication quality is positively related with joint planning between marketing and

The methodology is presented in two stages. The first phase of the research was to develop a hypothetical model and test it. This should provide information on the variables in the

grams may be improved through cross-functional information sharing. Therefore:

positively related to the perceived relationship effectiveness.

with the formalization of innovation processes.

the formalization of innovation processes.

budgets and activities alignment [11]. Hence:

sales during innovation deployment.

sales during innovation deployment.

**3. Methodology**

perceived relationship effectiveness during innovation deployment.

**2.4. Joint planning (PLAN)**

The questionnaire was developed based on the review of the literature and in-depth interviews with a sales manager and a marketing manager. In order to ensure content validity, the questionnaire was pretested in Argentina and Uruguay with six sales and marketing managers. The original questionnaire included 46 questions, taking less than 20 minutes to complete.

#### *3.1.2. Sample characteristics*

Sales and marketing managers (who have various titles e.g., directors, category, sales, channel and brand managers) were involved in the innovation projects in each of the six countries; they were drawn from the company's database and sent a self-administered questionnaire via e-mail in August 2012. The same procedure was followed for all countries and each person contacted received an introduction to the project's objective as well as a confidentiality clause.

#### *3.1.3. Measurement*

Reflective multiple-item measures are used for all the researched constructs. The use of reflective scales allows us to test the constructs for convergence, discriminant validity, reliability and internal consistency [30]. Items and source for constructs measure on a 7-point scale (completely agree–completely disagree).

#### FMZ [3, 11, 20].

To coordinate the activities during NPD:

