Influence in marketing channels: A sense‐making investigation

Hopkinson, Gillian

doi:10.1002/mar.1015

Cited by 37 publications

(29 citation statements)

References 68 publications

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“…Network pictures can, therefore, be given realist status akin to 'extant knowledge'. Extant experiences, for example, enable actors to select certain aspects from the flow of events and build categories or schemata of understanding (Hodgkinson, 2001;Weick, 1979). One would be tempted to rush into a straightforward response to the challenge of integrating these individually held network pictures, by claiming that managers need to search for several individual pictures and compare them by using complementary elements in order to form an integrated perspective.…”

Section: The Problem Of Developing Network Insightmentioning

confidence: 99%

Developing network insight

Mouzas

Henneberg

Naudé

2008

Industrial Marketing Management

128

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A challenge facing organizations is that of amalgamating possibilities which do not exist in a transparent and concentrated form, but rather as dispersed individual cognitive 'pictures' perceived by managers embedded in business networks. Based on our research of business networks involving manufacturers of consumer goods, pharmaceutical companies, producers of semiconductors and telecommunication and utility service providers, we propose the concept of network insight, which does not consist merely of extant pictures held by individual managers, but is grounded in the practice of inter-firm exchange. We argue that developing network insight is a managerial challenge encompassing the amalgamation of dispersed pieces of atomized network pictures through heedful, multilateral interactions. Such a managerial activity transcends the task-specific knowledge base of managerial cognition and leads to objectified organizational learning within a business network. Managers that develop insight in business networks are able to mobilize other actors and create a competitive advantage for their organization that is crucial for innovation and growth.

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Section: The Problem Of Developing Network Insightmentioning

confidence: 99%

Developing network insight

Mouzas

Henneberg

Naudé

2008

Industrial Marketing Management

128

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“…Organization differences in interpretation are rooted in: a) management ideas about analyzability of the external environment (Daft & Mackintash, 1981) In this respect, a number of researchers sought to find out that how do managers make sense of the past, encounter the present, and plan for future (Dunford & Jones, 2000;Huisman, 2001;Jameson, 2001), and that how sense making and sense giving occur socially over time (Hopkinson, 2001). …”

Section: Issue Sensing Activitiesmentioning

confidence: 99%

Formation and Identification of Strategic Issues in Organizations: A Review and Classification of Current Studies

Abedin¹,

Kordnaeij²,

Fard³

et al. 2015

ITMR

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Identification of strategic issues assists organizations to pay attention to what is actually important in their long term decision making.The domain of strategic issue identification is broad, disperse and unclear. Since strategic issues are not predefined, the process of assigning the meaning to these issues and finding solutions for them is dynamic. Thus, the type of strategic issues faced by the organization, as well as how these issues are diagnosed and are formed influence which issues are included in the organization decision maker's agenda and which ones are ignored. The present research aims to take a step to fill the research gab in this context through representing a coherent picture of the subject matter literature on strategic issue area and how they are formed. Through a review of the current literature, this research outlines the process of formation and identification of strategic issues in three main categories: Environment sensing, issue sensing, and agenda formation.

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“…In this respect, a number of researchers sought to find out how managers make sense of the past, encounter the present, and plan for future (Dunford & Jones, 2000;Huisman, 2001;Jameson, 2001), and that how sense making and sense giving occur socially over time (Hopkinson, 2001).…”

Section: Issues Evaluationmentioning

confidence: 99%