Factors Affecting the Use of Information in the Evaluation of Marketing Communications Productivity

Low, George S.; Mohr, Jakki J.

doi:10.1177/0092070301291005

Cited by 117 publications

(116 citation statements)

References 63 publications

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“…Maltz -Kohli (1996), when analysing the formalisation of inter-departmental information-sharing, found that the more formalised the communication of information, the larger the extent to which information from other departments is utilised in the marketing department. A positive relationship between formalisation and utilisation of information was observed by Low -Mohr (2001), as well. Kohli -Jaworski (1990), however, could not detect any significant relationship between job formalisation and organisational market orientation.…”

Section: Antecedents Of Instrumental Use Of Market Studies Hypothesismentioning

confidence: 77%

“…Our work investigates both dimensions of information use, thereby outperforming previous studies (Deshpandé 1982;Deshpandé -Zaltman 1982, 1983, 1987John -Martin 1984;Lee et al 1987Lee et al , 1997Perkins -Rao 1990;Moorman et al 1992;Mott 1993;Dennis 1996;Low -Mohr 2001) on market research having only concentrated on instrumental use.…”

Section: Dependent Variablesmentioning

confidence: 99%

“…The theme of market information use has appeared with increasing frequency as the topic has grown in importance. Most of the work (Deshpandé 1982;Deshpandé -Zaltman 1982, 1983, 1987John -Martin 1984;Lee et al 1987;Perkins -Rao 1990;Moorman et al 1992Moorman et al , 1993Dennis 1996;Lee et al 1997;Low -Mohr 2001;Young -Denize 2006;Sissonen 2008) in this area studied antecedents of the use of information in strategic decisions. In spite of the academic attention, there is only marginal reflection (Moorman 1995;Fisher -Maltz 1997;Maltz 2000;Maltz -Kohli 2001) upon the use of market research in generating market knowledge.…”

Section: Introductionmentioning

confidence: 99%

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How market information is transformed into marketing knowledge?

Keszey

2011

Acta Oeconomica

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In the future, competitors will have more and more opportunities to buy the same information; therefore the companies' competitiveness will not primarily depend on how much information they possess, but rather on how they can "translate" it to their own language. This study aims to examine those factors that have the most significant impact on the degree to which market studies are utilised by companies. Most of the work in this area has studied the use of information in strategic decisions a priori. This paper -while reflecting on the findings of research on organisational theories of information processing -aims to bridge this gap. It proposes and tests a new conceptual framework that examines the use of managerial market research information in decision-making and knowledge creation within one single model. Collected survey data, including all the top-income business enterprises in Hungary indicate that market research findings are efficiently incorporated into the marketing information system only if the marketing manager has trust in the researcher, and believes that the market study is of high quality. Decision-makers are more likely to learn from market studies facilitating the resolution of some specific problem than descriptive studies of a more general nature.

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Section: Antecedents Of Instrumental Use Of Market Studies Hypothesismentioning

confidence: 77%

Section: Dependent Variablesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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How market information is transformed into marketing knowledge?

Keszey

2011

Acta Oeconomica

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“…All responses were recorded on five-point Likert scales with 1 (Bstrongly disagree^) and 5 (Bstrongly agree^) as anchors. To assess new product information, sales managers completed four items adapted from Low and Mohr (2001) to indicate the extent to which the salespeople in their unit received timely, relevant, and accurate information on how new products address customer needs. It is therefore a unit-level measure.…”

Section: Methodsmentioning

confidence: 99%

Are conservative approaches to new product selling a blessing in disguise?

Borgh

Schepers

2017

J. of the Acad. Mark. Sci.

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A new product's success in the marketplace largely depends on salesforce actions. Many B2B salespeople display conservatism when confronted with new products in their portfolio, such that they maximize their efforts to sell existing products before engaging in efforts to sell the new product. So far, it is unclear whether this conservative selling behavior (CSB) is harmful to new product selling performance, and how this behavior can be managed. Building on perceived risk processing theory, and employing multi-level structural equation modeling on a multi-source dataset, the authors empirically substantiate that salespeople's CSB makes their effort to sell new products more effective. Remarkably, such effort is then valued less by sales managers. The authors also find that CSB is a result of a risk assessment and evaluation process, in which internal marketing efforts (i.e., providing salespeople with information on the new product) determine the weight of perceived performance risk (i.e., new product radicalness), social risk (i.e., managerial new product orientation), and financial risk (i.e., long-term rewards). Managers looking to control the levels of CSB in their salesforce should carefully align their information support activities with the perceived risk dimensions of the new product selling situation.

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“…Equivocality is thus a product of openness rather than a characteristic of a single data set. While multiple studies (e.g., Deshpande and Zaltman, 1982;Low and Mohr, 2001;Menon and Varadarajan, 1992;Morgan et al, 2005;Moorman, 1995) have made important contributions to our understanding of how various factors affect market information use, far less is known about how organizations manage the equivocal situations that result from market information. And yet, several studies have observed that managers rely on equivocal information when making nonroutine decisions (Daft and Macintosh, 1981;Lee et al, 1987;Perkins and Rao, 1990).…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

Achieving adaptive ends through equivocality: A study of organizational antecedents and consequences

Neill¹,

Rose²

2007

Journal of Business Research

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Confronting complex situations is the hallmark of strategic decision-making. While these situations may be perceived as equivocal, organizations must cope, act, and thrive within such ambiguities. This study explores the manifestation and regulation of equivocality during strategic marketing decision-making. The results indicate that organizations that tolerate ambiguity perceive greater equivocality in problem situations and exhibit greater adaptive behavior; however, the findings come with a caveat: while experienced firms may enjoy these benefits, the situation is more complex for firms with limited product-market knowledge.Keywords: Marketing decisions; Equivocality; Innovation; Performance; Knowledge In dynamic environments, understanding is transitory. Given the novel, complex, and indefinite nature of strategic decisions (Mintzberg et al., 1976), organizations may benefit from an open and broad interpretive capability in order to effectively model and adapt to external forces. Formulaic thinking is better suited to closed-systems where maintenance and stability are present and learning is not necessary. The challenge is in managing and remaining attuned to the equivocal inputs that manifest during strategic decision-making in information intensive environ ments while not succumbing to equivocality's befuddling effect. While prior studies (e.g., Day, 1994;Sinkula et al., 1997) suggest that the organization should broaden its perception and be open-minded, unresolved is the mechanism that allows for the emergence of equivocality without succumbing to its disorient ing nature, which might dampen performance.This study examines the relationship between organizational interpretation and action by capturing both the emergence and effect of equivocality during strategic marketing decisionmaking. The paper directly examines equivocality and its ante cedents and consequences. Equivocality is defined as a problem situation with multiple, possibly contradictory, interpretations that manifest during decision-making (Daft and Lengel, 1986). When viewed as interpretation systems (Daft and Weick, 1984), organizations may be challenged when confronted with equivo cality. Thus, several questions guide this research: 1) what are the organizational levers to equivocality and strategic change? 2) how do organizations regulate equivocality during strategic marketing decision-making? and 3) what are the consequences of equivocality? To examine these questions, we first present a conceptual framework and develop hypotheses, then describe the study method. After reporting the analyses and results, we discuss the study's findings, limitations, and implications.

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Factors Affecting the Use of Information in the Evaluation of Marketing Communications Productivity

Cited by 117 publications

References 63 publications

How market information is transformed into marketing knowledge?

How market information is transformed into marketing knowledge?

Are conservative approaches to new product selling a blessing in disguise?

Achieving adaptive ends through equivocality: A study of organizational antecedents and consequences

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