Abstract
Currently, little is known about the internal (intrafirm) behaviors that may positively affect collaborative marketing/logistics integration, or about the benefits that may be associated with making these considerable investments. In short, what should firms be doing to promote marketing/logistics collaborative integration? What is the potential payoff? This paper addresses these questions by examining relationships between the organization's evaluation and reward system, cross-functional collaboration, effective marketing/logistics interdepartmental integration, and distribution service performance.
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