Dispersion of marketing capabilities: impact on marketing’s influence and business unit outcomes

Krush, Michael T.; Sohi, Ravipreet S.; Saini, Amit

doi:10.1007/s11747-014-0420-7

Cited by 70 publications

(47 citation statements)

References 139 publications

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“…Additionally, no statistical difference was found between the firms in the sample and those not in the sample in annual sales for 2009 ($13.29 billion for the firms in the sample and $13.13 billion for the firms in the sampling frame that did not respond). The sampling method and unit of analysis (i.e., business unit) also follows stakeholder investigations of similar phenomena, and the response rate compares favorably with other strategically oriented marketing studies (e.g., Krush et al 2015;Ramani and Kumar 2008).…”

Section: Empirical Study Data Collectionmentioning

confidence: 94%

The role of organizational learning in stakeholder marketing

Mena

Chabowski

2015

J. of the Acad. Mark. Sci.

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As the roles of customers, employees, suppliers, shareholders, regulators, and communities become more significant in today's business environment, a precise understanding of the organization's internal drivers in delivering value to its stakeholders is critical. To this end, this study integrates stakeholder theory and the organizational learning literature to propose that stakeholder-focused organizational learning drives organizations to respond to their stakeholders. Using a sample of 349 organizations, we introduce three stakeholder-focused knowledge acquisition mechanisms (experiential, vicarious, and contact) and, along with the other organizational learning processes (information distribution, information interpretation, and organizational memory), examine their influence on the behavioral actions of stakeholder-focused responsiveness, innovation, and imitation. Subsequently, we assess the impact of these behavioral actions on organizational performance. Overall, the results show that stakeholder-focused organizational learning is positively associated with responsiveness. More uniquely, the propensity to employ innovative or imitative stakeholder practices is found to be influenced by the way the organization acquires information about stakeholders. Lastly, the findings suggest that simply responding to stakeholders does not guarantee superior performance, but the manner in which the organization responds matters just as much.

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Section: Empirical Study Data Collectionmentioning

confidence: 94%

The role of organizational learning in stakeholder marketing

Mena

Chabowski

2015

J. of the Acad. Mark. Sci.

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“…First, the dispersion of marketing activities across multiple business functions has been associated with marketing's influence within the firm (Krush et al, 2015). Accordingly, a potentially fruitful research avenue could be the examination of the relationship between firms' levels of export dispersion and the degree of influence of the marketing function within the firm, as well as the interplay between those two variables in shaping export performance.…”

Section: Limitations and Further Research Directionsmentioning

confidence: 99%

“…Previous investigations pinpoint cross-functional dispersion of influence on marketing activities as critical for organizational performance because it enables firms to effectively respond to changes in customers' needs and market conditions (Krohmer, Homburg, & Workman, 2002;Krush, Sohi, & Saini, 2015). Nonetheless, there is lack of knowledge on of how cross-functional dispersion of influence on marketing activities affects business success in the export-specific context.…”

Section: Introductionmentioning

confidence: 99%

The empirical link between export dispersion and export performance: A contingency-based approach

Gnizy

Cadogan

Oliveira

et al. 2017

International Business Review

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Practitioners and scholars point out that firms are increasingly dispersing their capabilities across organizational functions. However, it is not clear whether all forms of dispersion, of any function, result in the same consequences. This study initiates investigation into the link between the cross-functional dispersion of influence on export marketing decisions (export dispersion) and export performance. Drawing on data from a sample of 225 UK exporters, the findings support the argument that active participation of non-export functions in export-marketing decisions affects export success. However, those performance consequences are dependent on internal and external contingencies. Export dispersion is beneficial for export performance when the export customer environment is more turbulent and, simultaneously, the export technological environment is more stable and the firm has lower levels of export information sharing. In all other scenarios examined in this study, greater levels of concentration of export decision-making (i.e. lower levels of export dispersion) appear to be more beneficial for export performance. Our findings imply that the management of the firm's level of export dispersion is a complex task, whereby the degree of export dispersion pursued needs to match external environmental and internal firm factors.

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“…Consumer-based strategy can be contrasted with strategy developed based on an understanding of firm-level variables such as organizational capabilities (e.g., Angulo-Ruiz et al 2014;Krush et al 2015) or supply chain relationships (e.g., Kauferle and Reinartz 2015;Scheer and Miao 2010). It can also be contrasted with organizational strategy that responds to market-level variables such as market size and market growth.…”

Section: What Is Consumer-based Strategy?mentioning

confidence: 99%

Consumer-based strategy: using multiple methods to generate consumer insights that inform strategy

Hamilton

2016

J. of the Acad. Mark. Sci.

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As the field of marketing has expanded and matured, it is natural to observe more methodological specialization among researchers. Methodological proficiency-whether in econometrics, analytical modeling, experimental design, or ethnography-is critical for publishing in top journals but takes years to develop. One of the consequences highlighted by panel discussions at several recent conferences (e.g., BMarketing as a Field: Are We Progressing or Losing our Cohesiveness?^at Summer AMA 2014) is the increasing division of the field based on methodology. Doctoral students are specializing earlier, and researchers who use different methods are attending fewer joint conferences. Yet the complex problems we are trying to solve as a field often demand multi-method investigation, whether via researchers building on earlier work using different methods or collaborating on a multi-method paper. For example, our understanding of when and why consumers engage in positive and negative word of mouth will certainly be richer if we integrate insights from empirical analyses of online data, experimental manipulations of product experiences, and qualitative research examining online communities.Here is where we have an opportunity: defining specializations within the field of marketing not by methodology but by unit of analysis (consumers, firms, or markets) can help marketing researchers harness the power of multiple methods. In this editorial, I will define one such specialization: consumerbased strategy.

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Dispersion of marketing capabilities: impact on marketing’s influence and business unit outcomes

Cited by 70 publications

References 139 publications

The role of organizational learning in stakeholder marketing

The role of organizational learning in stakeholder marketing

The empirical link between export dispersion and export performance: A contingency-based approach

Consumer-based strategy: using multiple methods to generate consumer insights that inform strategy

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