Hybrid Role Design in Start-Up Teams: When Sales and Marketing Merge
Abstract: Start-ups often operate under resource constraints, requiring employees to take on hybrid roles that merge multiple functions. One common configuration involves the integration of sales and marketing responsibilities, a combination that can drive agility but may also generate role ambiguity. This study investigates the design and outcomes of hybrid sales-marketing roles in early-stage start-ups. Using a mixed-method approach combining surveys and semi-structured interviews with start-up employees, the study examines the impact of hybrid roles on role clarity, team collaboration, and performance outcomes. Findings suggest that while hybrid roles enhance flexibility and cross-functional understanding, clear communication, defined responsibilities, and supportive leadership are critical to avoid confusion and burnout.
Keywords: Hybrid roles, start-up teams, sales-marketing integration, role design, team performance, role clarity
How to Cite?: Armaan Bindra, "Hybrid Role Design in Start-Up Teams: When Sales and Marketing Merge", Volume 14 Issue 12, December 2025, International Journal of Science and Research (IJSR), Pages: 1107-1108, https://www.ijsr.net/getabstract.php?paperid=SR251208171819, DOI: https://dx.doi.org/10.21275/SR251208171819