Reputational Effectiveness in Cross-Functional Working Relationships

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

Research output: Contribution to journalArticle

45 Citations (Scopus)

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 languageEnglish (US)
Pages (from-to)44-60
Number of pages17
JournalJournal of Product Innovation Management
Volume21
Issue number1
StatePublished - Jan 2004

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Managers
Product development
Marketing
Industry
New product development process
Social networks
Interaction
Marketing research
Competency

ASJC Scopus subject areas

  • Marketing

Cite this

Bond, E. U., Walker, B. A., Hutt, M. D., & Reingen, P. H. (2004). Reputational Effectiveness in Cross-Functional Working Relationships. Journal of Product Innovation Management, 21(1), 44-60.

Reputational Effectiveness in Cross-Functional Working Relationships. / Bond, Edward U.; Walker, Beth A.; Hutt, Michael D.; Reingen, Peter H.

In: Journal of Product Innovation Management, Vol. 21, No. 1, 01.2004, p. 44-60.

Research output: Contribution to journalArticle

Bond, EU, Walker, BA, Hutt, MD & Reingen, PH 2004, 'Reputational Effectiveness in Cross-Functional Working Relationships', Journal of Product Innovation Management, vol. 21, no. 1, pp. 44-60.
Bond, Edward U. ; Walker, Beth A. ; Hutt, Michael D. ; Reingen, Peter H. / Reputational Effectiveness in Cross-Functional Working Relationships. In: Journal of Product Innovation Management. 2004 ; Vol. 21, No. 1. pp. 44-60.
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