Reputational Effectiveness in Cross-Functional Working Relationships

Edward U. Bond; Beth A. Walker; Michael D. Hutt; Peter H. Reingen

doi:10.1111/j.0737-6782.2004.00053.x

Reputational Effectiveness in Cross-Functional Working Relationships

Edward U. Bond, Beth A. Walker, Michael D. Hutt, Peter H. Reingen

WPC: Marketing

Research output: Contribution to journal › Article › peer-review

47 Scopus citations

Abstract

The relational skills and interaction patterns of reputationally effective managers were discussed. The social network patterns of managers from marketing, research and other business functions that were involved in the new product development process, were captured. Reputational effectiveness and relation competencies of each person who was identified as a member of the network, were measured. The results show that the role taking ability is related positively to a manager's reputational effectiveness.

Original language	English (US)
Pages (from-to)	44-60
Number of pages	17
Journal	Journal of Product Innovation Management
Volume	21
Issue number	1
DOIs	https://doi.org/10.1111/j.0737-6782.2004.00053.x
State	Published - Jan 2004

ASJC Scopus subject areas

Strategy and Management
Management of Technology and Innovation

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10.1111/j.0737-6782.2004.00053.x

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abstract = "The relational skills and interaction patterns of reputationally effective managers were discussed. The social network patterns of managers from marketing, research and other business functions that were involved in the new product development process, were captured. Reputational effectiveness and relation competencies of each person who was identified as a member of the network, were measured. The results show that the role taking ability is related positively to a manager's reputational effectiveness.",

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Reputational Effectiveness in Cross-Functional Working Relationships

Abstract

ASJC Scopus subject areas

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