Have Manufacturing Firms Adopted the Marketing Concept?

Hise, Richard T.

doi:10.2307/1248539

Cited by 73 publications

(36 citation statements)

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“…Consequently, prior researchers have referred to the presence of the CMO in the TMT as an indicator of both the corporate status of marketing and the corporate adoption of the marketing concept (Hise, 1965;Mann, 1971;Piercy, 1986;Webster, 1981 Michel and Hambrick (1992) identify marketing as a critical functional area of expertise necessary for a TMT to create shareholder value. Similarly, Webster (1992) suggests that marketing's role in the TMT is to assess market attractiveness, represent the customer's point of view, and develop and promote the firm's overall value proposition throughout the firm and in the marketplace.…”

Section: Cmo Top Managerial Status and Firm Valuementioning

confidence: 99%

“…Accordingly, a CMO that is among the top five executives is more likely to have stature and gain access to the CEO (and other key top executives), which offers him or her the opportunity to influence significant corporate decisions and strategies as they are formulated and implemented. Thus, the presence of the CMO in the TMT is an indicator of both the status of marketing and the corporate adoption of the marketing concept (Hise, 1965;Piercy, 1986; Webster, Malter, and Ganesan, 2003, Boyd et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

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The Economic Relevance Of Chief Marketing Officers In Firms Top Management Teams

Abernathy

Kubick

Masli

2013

JBER

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Section: Cmo Top Managerial Status and Firm Valuementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Economic Relevance Of Chief Marketing Officers In Firms Top Management Teams

Abernathy

Kubick

Masli

2013

JBER

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“…Há apenas um pequeno conjunto de artigos conceituais que oferecem sugestões preliminares para a construção de uma orientação para o mercado (como Felton, 1959;Stampfl, 1978;Webster, 1988). E os poucos estudos empíricos que foram rea-lizados sobre o assunto dedicam-se a saber qual a extensão da adoção do conceito de marketing pelas organizações e não seus antecedentes ou as conseqüências de uma orientação para o mercado (por exemplo, Barksdale e Darden, 1971;Hise, 1965;Lusch, Udell e Laczniak, 1976;McNamara, 1972). Mas o interesse acadêmico e prático na orientação para o mercado tem ressurgido com vigor (por exemplo, Deshpande e Webster, 1989;Deshpande, Farley e Webster, 1993;Houston, 1986;Narver e Slater, 1990;Olson, 1987;Linden, 1987;Shapiro, 1988).…”

Section: Histórico E Hipótesesunclassified

Orientação para o mercado: antecedentes e conseqüências

Jaworski¹,

Kohli

2006

Rev. adm. empres.

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RESUMOEsta pesquisa aborda três perguntas: (1) Por que algumas organizações são mais voltadas para o mercado do que outras? (2) Que efeito essa orientação para o mercado tem sobre os funcionários e o desempenho da empresa? (3) O elo entre a orientação para o mercado e o desempenho da empresa depende do contexto ambiental? As conclusões de duas amostras de âmbito nacional sugerem que a orientação para o mercado está relacionada com a ênfase que a alta administração dá à orientação, com a aversão dos principais gestores ao risco, com conflitos e ligações interdepartamentais, com a centralização e com a orientação do sistema de recompensas. Ademais, as conclusões sugerem que a orientação para o mercado está relacionada com o desempenho empresarial (mas não com o market share) geral (subjetivo), com o compromisso dos funcionários com a organização, e com o espírito de classe. Finalmente, a ligação entre a orientação para o mercado e o desempenho parece ser muito forte em quaisquer contextos ambientais caracterizados por diversos graus de turbulência no mercado, intensidade competitiva e turbulência tecnológica. PALAVRAS-CHAVE Orientação para o mercado, desempenho organizacional, contexto ambiental, compromisso dos funcionários, espírito de classe. Bernard J. Jaworski Marketspace Ajay K. Kohli Emory University ABSTRACT This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) Does the linkage between a market orientation and business performance depend on the environmental context? The findings from two national samples suggest that a market orientation is related to top management

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“…Early studies of the degree to which companies adopted marketing as a strategic management process were encouraging. 79,80 These studies suggested that marketing was becoming central to business planning, although there were clear variations between industry sectors, company sizes and functional areas. Even among these earlier studies, however, there were indications that while many firms espoused the values of marketing, their actual behaviour contradicted this.…”

Section: Internal and External Mediators Of Marketing Strategy Makingmentioning

confidence: 99%

The effectiveness of marketing strategy making processes: A critical literature review and a research agenda

Smith¹

2003

J Target Meas Anal Mark

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commonly employed non-rational processes of strategy making -that the content of strong marketing strategies is, to a useful degree, well defined by the extant literature. This content definition is useful in evaluating the outputs of marketing strategy making processes and offers a valuable alternative to attempting to correlate strategy making process with organisational outputs -the normative, prescriptive models of strategic marketing planning are not an accurate description of most practice. This suggests that, for many practitioners, the practical application of the process falls some way short of the ideal -the effectiveness of normative strategic marketing planning is contingent upon both internal and external factors, both of which are limited in INTRODUCTIONStrong marketing strategies are clearly important to the effectiveness of an organisation and so the effectiveness of marketing strategy making processes is an important consideration for both academics and practitioners. Various approaches have been made towards understanding and improving such processes. This paper attempts to synthesise these perspectives to create a more rounded and deeper understanding of how marketing strategies are made and how they might be improved. In short, the findings of this work suggest:-that rational planning processes contribute to organisational effectiveness. No reported methodology, however, is able to say more than that, and relatively little is known about the value of the more Abstract This paper contributes to the literature concerning the marketing strategy process. It reviews the extant literature in this field, drawing out areas of consensus and gaps in that literature. The principal gaps identified concern non-rational strategy making processes and the combined implications of internal and external contingencies. Using well-established theories from the sociological perspective of the organisational behaviour literature, this work proposes relevant questions for future research in this field. [16][17][18][19] This phase of research therefore concluded that the planning/performance link was in fact unproved. Further, it suggested that such a simple correlation would never be possible. Instead, the consensus of this work was that, at best, planning is only effective within a certain set of contingent conditions and that effectiveness itself was a complex construct, dependent upon the organisation's goals and situation. The third and most recent phase of this work suggests a position somewhere between the unbridled positivism of the first and the inconclusive relativism of the second. Partly, this work paralleled the development of ideas about measuring organisational performance. [20][21][22][23] Further, it reflected more sophisticated work that attempted to allow for the many contingent effects on effectiveness. [24][25][26][27][28] This work therefore considers the performance/planning link within the limits of environmental contingencies and the context of organisation specific objectives. Within those...

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Have Manufacturing Firms Adopted the Marketing Concept?

Cited by 73 publications

References 0 publications

The Economic Relevance Of Chief Marketing Officers In Firms Top Management Teams

The Economic Relevance Of Chief Marketing Officers In Firms Top Management Teams

Orientação para o mercado: antecedentes e conseqüências

The effectiveness of marketing strategy making processes: A critical literature review and a research agenda

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