Emergent Marketing Strategies and Performance: The Effects of Market Uncertainty and Strategic Feedback Systems

Chari, Simos; Katsikeas, Constantine S.; Balabanis, George; Robson, Matthew J.

doi:10.1111/j.1467-8551.2012.00843.x

Cited by 37 publications

(45 citation statements)

References 137 publications

(211 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This research provides the first quantitative study from a project portfolio perspective to complement earlier studies that explore the phenomenon of emergent strategies and related strategic management practices (Burgelman, 1994;Chari et al, 2014;Mirabeau and Maguire, 2014;Thomas and Ambrosini, 2015). The results of this study contribute to the literature in three primary ways.…”

Section: Theoretical Implicationsmentioning

confidence: 65%

See 1 more Smart Citation

The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

104

View full text Add to dashboard Cite

Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability.This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only fosters the implementation of intended strategies, but also discloses strategic opportunities by unveiling emerging patterns.Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.

show abstract

Section: Theoretical Implicationsmentioning

confidence: 65%

“…In today's volatile and unforgiving competitive environment, it might be the emergent strategic processes that are particularly relevant for organizational adaptability and survival (Chari et al, 2014;Hamel, 2009;Thomas and D'Aveni, 2009;Whittington et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

104

View full text Add to dashboard Cite

show abstract

“…The strategic integration of other organizational functions including sales, distribution and customer service has also been exposed as a major difficulty in many organizations, further serving to diminish the strategic nature of marketing practice (Chari et al, 2012). Studies are also needed which explore the extent to which marketing decision-making is being affected by the erosion of control over data insight and analytics that is evident in many organizations.…”

Section: The Evolution Of Marketing Decision-makingmentioning

confidence: 99%

Troubled waters: the transformation of marketing in a digital world

Quinn

Dibb

Simkin

et al. 2016

EJM

View full text Add to dashboard Cite

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. Troubled waters: the transformation of marketing in a digital world1960s and 1970s, research attention switched from conceptual concerns of managing the marketing function to the strategic pursuit for competitive advantage (Porter, 1985). In particular, researchers in the fields of strategic management and strategic marketing (e.g. Anderson, 1982;Day and Wensley, 1983) increasingly emphasised the managerial role of strategy formulation, while strategy implementation notably served as an "invariable consequence of planning" (Thorpe and Morgan, 2007, p. 660). Fortunately, as Thorpe and Morgan (2007, p. 660) continue, insights have since "tempered our knowledge of developing marketing strategy with the realities of executing it". While strategic planning fell out of vogue in the 1980s (Webster, 2005), debates concerning marketing's central role in strategy formulation (e.g. BrowneRamaseshan et al., 2012; Varadarajan et al. 2001; Wind and Robertson, 1983) continue to elicit strong interest today (Kumar, 2015; Morgan, 2012).The reasons for this interest are clear but by no means straightforward to address within empirical research inquiry, not least because the breadth of debate has fragmented the research agenda (Browne, 2014). For example, Varadarajan (2010, p. 119) views the evolution of the field of strategic marketing as "a confluence of perspectives, paradigms, theories, concepts, frameworks, principles, methods, models and metrics from a number of related fields of study". While he suggests that this cumulative body of literature is indicative of substantive, theoretical and methodological advances, concerns that have been repeated over a number of decades are widely evident (e.g. Bartels, 1974;Wind and Robertson, 1983;Day, 1992;Reibstein et al., 2009), triggering the feared realization of an irretrievable disciplinary

show abstract

“…Despite considerable research on making strategic (important, novel and resource hungry) decisions and the characteristics of these processes (Hickson et al, 1986;Whittington et al, 2011), there is little research on how BD has influenced the way decisions are made, on the impact of data proliferation on strategic responsibilities (Chari et al, 2012;Quinn et al, 2016), or on how these data are handled at board level (Nutt & Wilson, 2010). A previous empirical study (Hickson et al, 2003) has identified the 'knowledge base' used by UK senior managers to inform their strategic decisionmaking as the single most important factor in the decision's success.…”

Section: Introductionmentioning

confidence: 99%

Big data, big decisions: The impact of big data on board level decision-making

Merendino

Dibb

Meadows

et al. 2018

Journal of Business Research

168

View full text Add to dashboard Cite

The paper explores whether 'Big Data' (BD) has changed the process of board-level strategic decision-making. To enable a rich understanding of the issues, we gained access to directors of UK-based global organizations who were routinely involved in high-level strategic decision-making, undertaking lengthy semi-structured interviews.The quality of the data achieved is therefore a distinctive feature of our study. Our data reveal important findings in three broad areas. First, we explore the cognitive capabilities of board directors, and find evidence of a shortfall in cognitive capabilities in relation to BD, as well as issues with cognitive biases and cognitive overload.Second, we reveal the challenges to board cohesion presented by BD, including disruption to the processes of strategic decision-making, and temporal challenges relating to the speed of BD and decision-making. Finally, we show how BD is impacting on responsibility and control within senior teams, with boards undertaking reconfiguration activity, and in some instances drawing heavily on external stakeholders in order to address gaps in internal capabilities. We draw out key learning points in the context of both a knowledge-based view of the firm and a cognitive and dynamic capabilities perspective.

show abstract

Emergent Marketing Strategies and Performance: The Effects of Market Uncertainty and Strategic Feedback Systems

Cited by 37 publications

References 137 publications

The role of project portfolio management in fostering both deliberate and emergent strategy

The role of project portfolio management in fostering both deliberate and emergent strategy

Troubled waters: the transformation of marketing in a digital world

Big data, big decisions: The impact of big data on board level decision-making

Contact Info

Product

Resources

About