Abstract
This study examines how high-involvement HRM practices affect marketing department performance and the moderating role of marketing department structure. Using multiple key informants, high-involvement HRM practices led to higher marketing department performance and this positive relationship was (a) stronger in a moderately formalized and task interdependent marketing department while (b) weaker in a centralized marketing department. Theoretical and practical implications are discussed.
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Keywords
- Positive Relationship
- Department Structure
- Practical Implication
- Department Performance
- Business Performance
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© 2015 Academy of Marketing Science
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Menguc, B., Auh, S. (2015). Managing Marketing Employees for Superior Business Performance Through High-Involvement HRM Practices: Does Marketing Department Structure Matter?. In: Deeter-Schmelz, D. (eds) Proceedings of the 2010 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-11797-3_14
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DOI: https://doi.org/10.1007/978-3-319-11797-3_14
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Publisher Name: Springer, Cham
Print ISBN: 978-3-319-11796-6
Online ISBN: 978-3-319-11797-3
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