A typical firm is operated by multiple functional managers who may collaborate as well as compete to achieve firm performance. In the digital age, firm performance is essentially customer-dependent and technology-dependent, with both marketing and information technology (IT) playing key roles. Unfortunately the two functions often have very different worldviews. We show how these differences can damage firm performance, and suggest ways to mitigate this damage. We build a worldview difference model, synthesized from multiple disciplines. The model is tested using both matched and nonmatched observations from marketing and IT managers, and is analyzed with hierarchical linear models using both perceptual and objective firm performance data over a 4-year period. We find that differences between the beliefs and perceptions of marketing managers and IT managers generate a negative impact on firm performance, and suggest appropriate technology-culture associations to effectively align their worldviews for firm performance. To improve firm performance, a cross-functional appreciation for market and technology drivers can be achieved by making marketing managers more learning-oriented and by providing IT managers a culture that is congruent with technology.
- Cultural Orientation
- Customer Relationship Management
- Firm Performance
- Knowledge Management
- Technology Strategy