|Start Page Number:||368|
|End Page Number:||385|
|Publication Date:||Dec 2016|
|Authors:||Bridges Eileen, Hofacker Charles F|
|Keywords:||service, performance, advertising, internet, e-commerce, organization|
This qualitative research used a grounded theory approach to better understand how adoption of technologies that are new to the service organization can impact the nature of interactions between individuals in information technology (IT) and other functional areas; this study focuses on the interface between marketing and IT. Literature‐based conceptual development informed in‐depth interviews with executives from both functional areas at five growth‐oriented service firms, in regard to periods of change related to adopting new marketing technologies. A total of 14 in‐depth interviews were completed, with individuals representing dyads comprised of one manager from marketing and one from IT, who experienced the relationship changes that resulted. Findings suggest that, because of the demands of engaging in more intensive collaboration, there is a realized need to develop new workflow processes to assist in decision making and to reduce the likelihood of internal conflict. The enhanced flexibility and range required by individuals involved in the adoption of new promotional technologies were not always a good fit with their personal styles or goals. For instance, there was a decrease in felt power and independence of individuals in the marketing functional area, owing to the need for greater reliance on skills and capabilities of IT personnel. Individuals in each dyad described how they adapted to their new realities, including how they felt, what changes they had to make to adapt, and the resulting modifications in work processes. Perhaps the most interesting outcome of the research is the characterization of the revised internal interaction processes that were developed to allow for improved communication and understanding. The integration of future technology‐based marketing tools into managerial decision making will most likely require similar adaptations of workflow processes. It is anticipated that adoption of new technologies at other internal boundaries may also result in similar need for change. Therefore, future research might empirically test the propositions and conceptual model, examining their applicability to technology adoption and workflow change at other internal boundaries as well as in other industries and other locations.