Organizational culture and marketing-sales interface integration: a moderated analysis of cultural typologies across B2B and B2C contexts

Purpose This study aims to research factors influencing the interaction between marketing and sales teams, applying Kotler’s levels of marketing and sales integration scale for the first time in academic research. It examines the impact of organizational culture on integration levels and evaluates the moderating effect of market type (B2B vs B2C). Design/methodology/approach Using Cameron and Quinn’s Competing Values Framework and Kotler’s integration scale, this study surveyed 569 employees from 55 companies (minimum 10 per company) to reflect organizational culture across B2B and B2C firms. Data were analyzed using the Partial Least Squares (PLS) method. Findings Organizational culture is positively and significantly associated with marketing-sales integration. All culture types contribute to higher integration levels, though the strength of association varies. The relationship is stronger in B2B than in B2C firms, allowing companies with any of these cultures to reach high integration on the Kotler scale. Research limitations/implications This study advances cross-functional integration literature by validating the influence of organizational culture types and highlighting the moderating role of business models. The contingency-based approach recommends considering both culture and market type for effective integration. Findings are based on SMEs in Lima and Callao, Peru, which may affect generalizability. Practical implications Leaders should evaluate and adapt their organizational culture to enhance integration. Specific culture types may better support integration goals, especially in B2B firms, where cultural alignment is more critical. Originality/value To the best of the authors’ knowledge, this is the first academic application of Kotler’s integration instrument and the first to link it with organizational culture, providing a foundation for future research.