Abstract
The marketing—R&D interface is generally regarded as the most critical functional interface in the new product development process. A great deal of discussion has recently taken place over which of these two areas should dominate product development. Only recently has the issue of how to foster a successful marketing—R&D interface been the topic of empirical investigation. George Lucas and Alan Bush present results of a study which addresses individual differences, in particular, personality differences, between the two areas as an influence on their integration and resultant new product success level. The results are largely consistent with findings from the occupational choice literature. These findings provide some preliminary suggestions for top management in its attempt to maximize positive outcomes from this critical business process.
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