Integrating information services and marketing: Key indicators of cross-functional integration in the United States retail banking industry.

摘要

This dissertation describes a study of marketing and information services integration in the U.S. retail banking industry. Drawing from both industry and academic perspectives, it reflects an attempt to derive theory from practice for an area identified as important by the industry itself. The study findings suggest some interesting implications for effective management of the marketing and information services interface in retail banking.;The findings reported in this dissertation stem from data collected through a multimethod research design. The study began with interviews of marketing executives who were asked to identify key information technology issues facing their banks. An extensive review of industry and academic journals supported development of a holistic model of marketing and information services integration in the industry. Testing the model involved surveys and in-depth interviews with both marketing and information services professionals in major U.S. retail banks. That process produced a series of case profiles that, when analyzed, produced a new theoretical model of cross-functional integration. The new model underwent a final round of validation through expert feedback.;Analysis of the data revealed a hierarchical model of integration. The lower levels of the hierarchy represent basic needs, including communication, trust, appreciation and understanding. The higher levels focus on the work-related dimensions of integration unique to the two functional areas, in this case marketing and information services. Needs at lower levels must be fulfilled before an organization can move to a higher level of integration.;Given the new theoretical model or "integration hierarchy" as a blueprint, improving the cross-functional integration of information services and marketing becomes a more manageable objective. With rapid environmental change, and growing interest in horizontal, networked, and team-based organizations, improving cross-functional integration is becoming more critical to firm success. This dissertation provides a model to assist management with that effort, while raising several interesting questions for further academic research.