Marketing's lateral influence strategies and new product team comprehension in high-tech companies: a cross-national investigation

In high-tech companies marketing often has to strive for gaining influence in the new product development (NPD) process, and uses political strategies to supplement its low formal power. This study examined the antecedents and outcomes of marketing's use of upward appeal and coalition building influence strategies in NPD, in Chinese and Australian high-tech companies. We proposed that marketing's use of both strategies is related to power sources (i.e., R&D department's power, marketing's information power and personal stake in the NPD outcomes) and NPD context characteristics (i.e., formalization of NPD activity, and R&D–marketing interaction). Results show that both power sources and NPD context are related to the use of lateral influence strategies by marketing participants in NPD, with notable differences in potency and direction between China and Australia. For example, higher R&D–marketing interaction increases the use of lateral influence strategies in Australia but decreases it in China. On the contrary, lateral influence strategies produce similar effects in the two cultural settings: while coalition building increases NPD team comprehension of marketing issues in high-tech firms, upward appeal appears to hinder it, especially in the Chinese collectivistic context. We conclude with implications for future research and practice