While a growing body of research suggests that accounting–marketing integration would result in strategic marketing synergies, another body of research suggests that the integration is ineffective. The purpose of this paper is to close the dyadic research gap on optimal business performance caused by combining marketing and accounting functions. This study identifies departmental differences and boundary fencing as core relational features in this dyad, based on a survey of accounting and marketing managers in financial services organizations. The majority of respondents thought that, despite the accounting-marketing duo's perceived divergences, integrating these functions would be a useful tool for their respective businesses.
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