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Going "purple": Can military jointness principles provide a key to more successful integration at the marketing-manufacturing interface?

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  • Douglas, Matthew A.
  • Strutton, David

Abstract

When the colors of all the U.S. armed services' uniforms are combined, the color purple appears; therefore, military insiders refer to inter-service operations as "purple" operations. Now a core concept, the "jointness" of U.S. military strategic response to a critical operational failure encapsulates principles and processes through which two or more armed services are best able to integrate strategies, strengths, and capabilities in ways that yield genuine synergies, despite the differences in mission and culture that naturally separate the services. The now ingrained ability of military services to "go purple" quickly has materially contributed to strategic and operational successes during the last 20 years. The internal circumstances as well as global environmental challenges faced by domestic firms, particularly at the marketing-manufacturing (M-M) interface, resonate with those faced by the U.S. military. Firms may benefit from evaluating the prospect of "going purple" at this crucial point of interface. This article integrates military-like jointness principles into an organizational framework that functions as a guide to pursuing cross-functional M-M integration more successfully. The framework also provides a methodology through which managers can determine whether and how much purple ought to be pursued.

Suggested Citation

  • Douglas, Matthew A. & Strutton, David, 2009. "Going "purple": Can military jointness principles provide a key to more successful integration at the marketing-manufacturing interface?," Business Horizons, Elsevier, vol. 52(3), pages 251-263, May.
    • Handle: RePEc:eee:bushor:v:52:y:2009:i:3:p:251-263
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    References listed on IDEAS

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    1. Ghemawat, Pankaj, 2002. "Competition and Business Strategy in Historical Perspective," Business History Review, Cambridge University Press, vol. 76(1), pages 37-74, April.
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    1. Dinca Laura & Criveanu Radu, 2013. "Efficiency Models Of The Cross-Functional Teams," Annals - Economy Series, Constantin Brancusi University, Faculty of Economics, vol. 2, pages 155-159, April.
    2. Murnieks, Charles Y. & Allen, Scot T. & Ferrante, Claudia J., 2011. "Combating the effects of turnover: Military lessons learned from project teams rebuilding Iraq," Business Horizons, Elsevier, vol. 54(5), pages 481-491, September.

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