@inbook{MTMT:34089564,
	title = {Cross-Functionality in Practice},
	url = {https://m2.mtmt.hu/api/publication/34089564},
	author = {Jeske, Debora and Calvard, Thomas Stephen},
	booktitle = {Handbook of Research on Challenges for Human Resource Management in the COVID-19 Era},
	doi = {10.4018/978-1-7998-9840-5.ch019},
	unique-id = {34089564},
	abstract = {Cross-functional integration is a topic of discussion in many different disciplines. Electronic performance monitoring (EPM) is the practice of managing employee performance digitally. It is also a key example of cross-functionality. The authors reflected on organizational practice and existing literature to demonstrate the interconnections between different functions supporting EPM. A range of professions and functions play important cross-functional roles in the design, use, and implementation of EPM systems in organizations, such as IT and security, legal and data protection, and health and safety, among others. Barriers to cross-functional integration involving HR and EPM are identified, and recommendations are offered on how to overcome such barriers in practice. The practice and design of EPM serves as a powerful example for raising more explicit awareness and understanding of the opportunities and challenges affecting how HR integrates and works with a variety of other interdependent functional and professional groups and roles.},
	year = {2022},
	pages = {403-425}
}

@misc{MTMT:32493723,
	title = {Accelerating the Transition to Sustainability. Identifying Drivers and Barriers},
	url = {https://m2.mtmt.hu/api/publication/32493723},
	author = {Kristofersson, Hannes and Wadstein, Victor},
	unique-id = {32493723},
	year = {2021}
}

@article{MTMT:31392646,
	title = {A review of the literature on cross-functional integration (2010–2020). trends and recommendations},
	url = {https://m2.mtmt.hu/api/publication/31392646},
	author = {Jeske, Debora and Calvard, Thomas Stephen},
	doi = {10.1108/IJOA-04-2020-2144},
	journal-iso = {INT J ORGAN ANAL},
	journal = {INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS},
	volume = {29},
	unique-id = {31392646},
	issn = {1934-8835},
	year = {2020},
	eissn = {1758-8561},
	pages = {401-414}
}

@article{MTMT:31771716,
	title = {Sustainable Marketing. Market-Driving, Not Market-Driven},
	url = {https://m2.mtmt.hu/api/publication/31771716},
	author = {Sheth, Jagdish N. and Parvatiyar, Atul},
	doi = {10.1177/0276146720961836},
	journal-iso = {J MACROMARKETING},
	journal = {JOURNAL OF MACROMARKETING},
	volume = {41},
	unique-id = {31771716},
	issn = {0276-1467},
	abstract = {Sustainability has emerged as a critical macromarketing perspective over the last five decades. Starting with the early concerns in the 1960s about the world's finite resources that would limit economic growth, sustainability thinking has expanded to encompass societal issues and ecological and environmental considerations in economic and governance activities. Governments and businesses need to act in tandem to address myriad world problems associated with climate change, pollution, environmental degradation, depleting resources, and the socio-economic disparities that characterize persistent world hunger and poverty. A vital aspect of this challenge is to stop or reverse unsustainable production and consumption that have hitherto been pursued as part of market-driven business activity. Marketing, through its market-driven consumption-oriented practices, may have knowingly or unknowingly promoted these unsustainable production-consumption practices. Therefore, it needs to change its orientation from merely being responsive to consumer and market needs into a more responsible approach that drives markets for sustainable products and services and builds sustainable societies. In this paper, we review how sustainable marketing considerations have grown but not to the extent of becoming the driver of markets and business practices that meet sustainability goals. To this end, we present a framework for driving sustainable consumption through corporate marketing strategy and relevant government interventions. We highlight four strategies of corporate marketing and four types of government intervention for sustainable marketing.},
	year = {2020},
	eissn = {1552-6534},
	pages = {150-165},
	orcid-numbers = {Parvatiyar, Atul/0000-0003-2975-3201}
}