Adapting a book to make a film: how strategy is adapted through professional practices of marketing middle managers

Browne, Sarah; Sharkey-Scott, Pamela; Mangematin, Vincent; Lawlor, Katrina; Cuddihy, Laura

doi:10.1080/0267257x.2014.933867

Cited by 13 publications

(15 citation statements)

References 56 publications

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“…Charged with translating the wishes of the organization into action, the subsidiary manager is, similarly to other middle managers, an influential actor who must "mediate, negotiate, and interpret connections" (Floyd & Wooldridge, 1997, p. 466), champion alternatives (Floyd & Wooldridge, 1992;Mantere, 2008), seize opportunities (Burgelman, 1994), search for solutions to complex problems (Tippmann, Sharkey Scott, & Mangematin, 2012), encourage and integrate divergent views (Beck & Plowman, 2009), and shape strategy (Balogun & Johnson, 2005;Browne, Sharkey-Scott, Mangematin, Lawlor, & Cuddihy, 2014;Wooldridge, Floyd, & Schmid, 2008). Floyd and Wooldridge's (1992) seminal typology captures the vertical relationships of such middle managers: their interactions both upward and downward through integrative and divergent activities (Aherne, Lam, & Kraus, 2014;Mom et al, 2007;Pappas & Wooldridge, 2007;Wooldridge et al, 2008).…”

Section: Strategic Activities Of Subsidiary Managers For Initiativementioning

confidence: 99%

The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship

O’Brien

Scott

Andersson

et al. 2018

Global Strategy Journal

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Research Summary: We use a microfoundations lens to challenge the assumption of a simple relationship between organizational‐level context (subsidiary entrepreneurial orientation) and entrepreneurial outcomes (initiative realization). Drawing on middle manager and subsidiary literature, we argue that the strategic activities of the subsidiary's central actor, the subsidiary CEO (referred to as the subsidiary manager), translates the benefits of subsidiary entrepreneurship for initiative realization. We test this mediating effect of subsidiary manager micro‐level activities on data from 186 individuals. The results of our multilevel mediation analysis show that micro‐activities of subsidiary managers mobilize subsidiary entrepreneurship for initiative realization, “downward” through facilitating subsidiary adaptability and “horizontally” through enabling embeddedness in the local environment. Our findings also challenge the accepted value of “upward” championing alternatives. Revealing the centrality of subsidiary manager activities for unlocking entrepreneurship demonstrates the value of adopting a microfoundations lens for understanding organizational phenomena. Managerial Summary: Multinational companies (MNCs) increasingly expect their subsidiary units to contribute through realizing initiatives, such as new product, service, or process designs. Such outcomes are encouraged through a supporting organizational context for entrepreneurship. But to understand how an entrepreneurial context translates into realized initiatives demands that we apply a microfoundations lens and consider the activities of the subsidiary's central actor, the subsidiary chief executive officer—referred to as the “subsidiary manager.” The subsidiary manager is responsible for mobilizing the subsidiary to develop relationships to access the knowledge, ideas, and opportunities implicit in the initiative process. Revealing the impact of these micro‐activities advances our understanding of how to liberate the benefits of entrepreneurship for realizing initiatives. This study offers key insights for both subsidiary managers and headquarters.

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Section: Strategic Activities Of Subsidiary Managers For Initiativementioning

confidence: 99%

The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship

O’Brien

Scott

Andersson

et al. 2018

Global Strategy Journal

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“…Browne et al (2014) raise an additional concern in response to marketing's increasing marginalization. Following Skålén & Hackley (2011) they highlight a lack of research which explores how marketing practice actually influences top management strategy making.…”

Section: (C) the Dispersion Of Marketing Activitiesmentioning

confidence: 99%

“…Fortunately, as Thorpe and Morgan (2007, p. 660) continue, insights have since “tempered our knowledge of developing marketing strategy with the realities of executing it”. While strategic planning fell out of vogue in the 1980s (Webster et al , 2005), debates concerning marketing’s central role in strategy formulation (Browne et al , 2014; Davies and Ardley, 2012; Engelen and Brettel, 2011; McDonald, 2009; Palmer and Simmons, 2010; Varadarajan, 1992) and implementation (Bonoma, 1984; Chebat, 1999; Chimanzhi and Morgan, 2005; Homburg et al , 2004; Miller et al , 2004; Noble, 1999; Noble and Mokwa, 1999; Olson et al , 2005; Piercy, 2002; Qi, 2005; Varadarajan et al 2001; Wind and Robertson, 1983) continue to elicit strong interest even at present (Kumar, 2015; Morgan, 2012).…”

Section: The Evolving Marketing Landscapementioning

confidence: 99%

“…While strategic planning fell out of vogue in the 1980s (Webster, 2005), debates concerning marketing's central role in strategy formulation (e.g. BrowneRamaseshan et al, 2012; Varadarajan et al 2001; Wind and Robertson, 1983) continue to elicit strong interest today (Kumar, 2015; Morgan, 2012).The reasons for this interest are clear but by no means straightforward to address within empirical research inquiry, not least because the breadth of debate has fragmented the research agenda (Browne, 2014). For example, Varadarajan (2010, p. 119) views the evolution of the field of strategic marketing as "a confluence of perspectives, paradigms, theories, concepts, frameworks, principles, methods, models and metrics from a number of related fields of study".…”

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confidence: 99%

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Troubled waters: the transformation of marketing in a digital world

Quinn

Dibb

Simkin

et al. 2016

EJM

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Troubled waters: the transformation of marketing in a digital world1960s and 1970s, research attention switched from conceptual concerns of managing the marketing function to the strategic pursuit for competitive advantage (Porter, 1985). In particular, researchers in the fields of strategic management and strategic marketing (e.g. Anderson, 1982;Day and Wensley, 1983) increasingly emphasised the managerial role of strategy formulation, while strategy implementation notably served as an "invariable consequence of planning" (Thorpe and Morgan, 2007, p. 660). Fortunately, as Thorpe and Morgan (2007, p. 660) continue, insights have since "tempered our knowledge of developing marketing strategy with the realities of executing it". While strategic planning fell out of vogue in the 1980s (Webster, 2005), debates concerning marketing's central role in strategy formulation (e.g. BrowneRamaseshan et al., 2012; Varadarajan et al. 2001; Wind and Robertson, 1983) continue to elicit strong interest today (Kumar, 2015; Morgan, 2012).The reasons for this interest are clear but by no means straightforward to address within empirical research inquiry, not least because the breadth of debate has fragmented the research agenda (Browne, 2014). For example, Varadarajan (2010, p. 119) views the evolution of the field of strategic marketing as "a confluence of perspectives, paradigms, theories, concepts, frameworks, principles, methods, models and metrics from a number of related fields of study". While he suggests that this cumulative body of literature is indicative of substantive, theoretical and methodological advances, concerns that have been repeated over a number of decades are widely evident (e.g. Bartels, 1974;Wind and Robertson, 1983;Day, 1992;Reibstein et al., 2009), triggering the feared realization of an irretrievable disciplinary

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“…Such publications elucidate the distinction bestowed upon the approach by the IS academic community. Further encouragement may be found from related disciplines to have adopted a practice approach, inclusive of leadership as practice (Raelin, 2011), accountancy as practice (Kornberger and Carter, 2010), business ethics as practice (Clegg et al, 2007), and marketing as practice (Browne et al, 2014). Evidence exists within the extant SAP literature of the fortitude of the perspective.…”

Section: Justification For the Adoption Of A Sap Perspectivementioning

confidence: 99%

In defence of the case study methodology for research into strategy practice

Hughes

McDonagh

2017

The Irish Journal of Management

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In defence of the case study methodology for research into strategy practice RESEARCH CONTEXT AND BACKGROUNDThe objective of the wider study was to answer the research question 'How is strategic information systems planning (SISP) practised by senior managers?' The research involves investigating the practice of SISP by senior managers set in a public service context, thus answering enduring calls for studies into information systems (IS) strategising behaviour within organisations located in a public service context (Rocheleau, 2007;Rubin, 1986). An effective IS strategy is recognised as contributing to improved firm performance (Leidner et al., 2011;Ravichandran and Lertwongsatien, 2005), as well as being a key enabler of business strategy (Preston and Karahanna, 2006). IS strategy has been a significant concern for practice, dominating management agendas in recent decades (Teubner, 2013) and becoming integral to business positioning and processes (Stace et al., 2012).The specific purpose of this article is to elucidate the methodological approach employed to achieve the wider study's goal. The strategy-as-practice (SAP) and SISP literature sets are the two core strands of literature informing the research question as posed. Each literature set has made a unique contribution to the formulation and execution of the chosen research design. THE REVIEWED LITERATUREAn overview of each domain of literature now follows, with particular emphasis upon the core constructs that informed the approach to enquiry. The SAP domainVaara and Whittington (2012) trace the origins of the wider practice perspective back to the works of Wittgenstein (1951) and Heidegger (1962). Wittgenstein is viewed as having the most significant influence upon the placement of the practical dimension of philosophy front and centre of philosophical debate in modern times (Deslandes, 2011 Abstract: This paper aims to illustrate how the case study methodology may be used in novel and productive ways for research into strategy practice. Instigated by the quest for a research design that could target the 'practice' of strategic information systems planning (SISP), a review of the strategy-as-practice (SAP) literature uncovered parallels with the SISP domain from a methodological standpoint. A SAP perspective was employed in conjunction with the case study methodology to investigate SISP (the strategy practice) on the part of senior managers (the practitioners) at the meso level (the level of praxis). Ultimately, this approach was found to offer original insights and uncover valuable new directions for future academic enquiry.

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Adapting a book to make a film: how strategy is adapted through professional practices of marketing middle managers

Cited by 13 publications

References 56 publications

The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship

The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship

Troubled waters: the transformation of marketing in a digital world

In defence of the case study methodology for research into strategy practice

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