This paper examines how interactions between marketing and research and development personnel vary across business units pursuing different strategies. Based on the Miles and Snow typology of strategy, several propositions concerning the extent of interdepartmental conflict, the structures used to manage and resolve such conflicts, and the perceived effectiveness of the interaction between marketing and R&D are developed. These propositions are empirically tested in a study of marketing personnel from three divisions of a large Fortune 500 company. The results of this preliminary test indicate that conflict between the two departments is greatest under a prospector business unit strategy. The degree of formalization and the use of different forms of conflict resolution mechanisms only partially conformed to the predictions of Miles and Snow, but were strongly linked to respondents' assessment of the effectiveness of relations between the two functional areas.