Abstract
The implementation of lntegrated Marketing Communication (IMC) has received relatively little scrutiny. Nor is there much empirical evidence demonstrating the effects of IMC on performance. This paper descnbes a study of leading Australian public companies and offers evidence on the relationship between IMC orientation, politics, conflicts of interest and performance.
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Ewing, M. T., deBussy, N. M., & Ramaseshan, B. (2015). Integrated Marketing Communications: Conflicts of Interest, Politics and Performance. In Developments in Marketing Science: Proceedings of the Academy of Marketing Science (pp. 265–272). Springer Nature. https://doi.org/10.1007/978-3-319-13084-2_61
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