Marketing management, its environment, and information processing: a problem of organizational design

How to Organize Pricing? Vertical Delegation and Horizontal Dispersion of Pricing Authority

“…Such perceived autonomy motivates salespeople to draw on their customer-related tacit knowledge and increases their self-efficacy, which may help them succeed in negotiating prices (Nonaka 1994;Wang and Netemeyer 2002).…”

Marketing Organization: An Integrative Framework of Dimensions and Determinants

“…Our objective was to uncover dimensions for comparing the organization of the marketing function across firms and to assess the marketing manager's perception of key facets of the environment which might affect the organization of the marketing function. In contrast to research which has focused on the internal structure of the marketing department (Cespedes 1989;Dastmalchian and Boag 1990;Nonaka and Nicosia 1979;Tull, et al 1991;Weitz and Anderson 1981), we were more interested in what Piercy (1985) calls the "departmentation" of marketing and sales at the business unit level. We explored both a functional group as well as an activity-based definition of marketing and we asked our informants about both the existence, activities, and reporting relationships of marketing and sales managers as well as what the informant considered to be the key marketing activities, regardless of who performed them.…”

“…We propose that both dimensions of uncertainty (market and technology) will lead to more cross-functional dispersion of marketing activities. In situations of high uncertainty, the allocation of tasks to organizational units is typically less established and firms are more likely to try a variety of organizational arrangements to bring together an understanding of the market and of the technical capabilities (Achrol 1991;Miller 1987;Nonaka and Nicosia 1979;Piercy 1985). We also propose that cross-functional dispersion of marketing activities will be higher in firms selling to industrial customers than to final consumers.…”

“…Two studies using field research which are more theoretically driven are those by Nonaka and Nicosia (1979) and Bart (1986). Nonaka and Nicosia limit their field research to four firms, one in each cell of a two by two matrix with the dimensions being high/low environmental heterogeneity and high/low environmental uncertainty.…”

Organizational Learning: Philippine Agrarian Reform Under Martial Law

“…Explanations for them are sought through empirical experimentation (Staw 1977) and the use of information sources outside the organization (Nonaka and Nicosia 1979). Superior organizational performance has been correlated with the accuracy of environmental perceptions held by organizational actors (Miller and Friesen 1980), but performance declines with failure to gather such environmental cues and the inability to interpret and act effectively upon that information (Schendel, Patteon and Riggs 1976).…”