Realism versus simplicity in strategic marketing planning: the impact of temporality

Abstract

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. AbstractPurpose -This paper aims to get insight into managers' cognitive maps with respect to simplicity, realism and confidence, when talking about strategic marketing planning. Moreover, it analyses the impact of temporal modes of thinking on the three cognitive constructs studied. Design/methodology/approach -A qualitative research is performed, touching the core of what is really going on in the manager's mind rather than just skimming the surface. Findings -Past and present oriented thinking (often found in deductive and inductive approaches) are found to be more simple but less realistic than an abductive (may be) or even visionary (will be) approach. Moreover, managers seem to integrate elements of various schools of management thought when thinking about simplicity, realism and confidence. Practical implications -Managers use management tools, frames and dimensions in a compound way when developing strategic marketing plans. Originality/value -The paper sheds another light on how various schools of management thought are used in strategic marketing planning practice.

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