Denial at the top table: status attributions and implications for marketing

Abstract

ABSTRACT

Marketing Metrics That Contribute to Marketing Accountability in the Technology Sector

“…This finding is supported by Davies and Ardley (2012) who contend the marketing function needs to interact regularly with a wide range of other organizational functions.…”

Influence of marketing in New Product Development

“…In certain researches, marketing's impact is inspected in a particular setting. For instance, (Nath & Mahajan, 2008 look at CMO in the top supervisory group; and (Davies & Ardley, 2012) analyze senior promoting the executives in governing body; (Engelen & Brettel, 2011) explore marketing's impact in a worldwide setting, together with national culture as a key mediator. Those particular settings turn out not to be appropriate to the NPD setting explored in this examination.…”

Motives Driving the Choice of a Business Concentration: A Four-Country Study of Marketing, Accounting and Finance, and Management Undergraduates

“…Since marketing concentrators in their creative roles enjoy developing lots of ideas (Morgan & Barbour, 2008;Noel et al, 2003), they are attracted more toward adventure, variety, and less structured approaches toward learning than AF concentrators, with a significant part of a marketer's function implemented through adopting an innovative style. The broad range of functions and jobs in marketing leads to an expectation of a wide career choice (Davies & Ardley, 2012;Pappu, 2004). The implications of an expected diversity in tasks and people can offer variety and social network advantages, notwithstanding risks.…”

“…An alternative perspective is derived from Ulrich (2005) who has observed that marketing concentrators have more tolerance for task variety, prefer experiential learning, and prefer to learn from less structured environments-in contrast to accounting concentrators. According to Davies and Ardley (2012), preferences for less structure can be attributed to their need to react expeditiously to the changing marketing environment. If marketing concentrators need to master diversity and change, such as the need to cope with competitive situations and unfamiliar cultures (such as international markets), they need to be more tolerant of uncertainty.…”

“…Perhaps unsurprisingly, many students choose marketing to avoid quantitatively demanding concentrations such as AF (Pritchard et al, 2004). Since many marketing careers do not require arduous formal education (Davies & Ardley, 2012), while management and marketing concentrators are the least confident of all other business concentrations in math (Schlee et al, 2007), it can be argued that marketing and management concentrators are less likely to aspire to the rigorous quantitative training of the AF discipline. Due to the comparatively high rigor of training required to become a professionally qualified accountant (Davies & Ardley, 2012;Whittington & Whipp, 1992), the barriers to entry tend to be lower for marketing and management.…”