Influence of Environment, Strategy, and Market Orientation on Performance in Small Manufacturing Firms

Pelham, Alfred M.

doi:10.1016/s0148-2963(98)00026-5

Cited by 252 publications

(220 citation statements)

References 37 publications

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“…These results are contrast to Suardhika (2011) which states that an increase in environment uncertain and competition intensity faced by organization is able to inhibit or degrade their performance. In contrast to these three studies, other studies found no association between external environment on organizational performance (Pagell and Krause, 2003) and found no direct relationship between the two variables (Pelham, 1999;Rivard et al, 2005;Parnell et al, 2000). Contradictory results of these studies provides an opportunity to further explore the relationship between the environmental uncertainty, manifested in competition level and changes in market demand on organization performance.…”

Section: Introductionmentioning

confidence: 83%

Organizational Change Capacity, Environmental Uncertainty, and Organization Performance Studies on Traditional Retail Ownership of Chinese and nonChinese in Malang

Andriany¹

2013

IOSR-JBM

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Section: Introductionmentioning

confidence: 83%

Organizational Change Capacity, Environmental Uncertainty, and Organization Performance Studies on Traditional Retail Ownership of Chinese and nonChinese in Malang

Andriany¹

2013

IOSR-JBM

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“…[159][160][161] The relevance of market complexity is also supported by work showing the relationship between planning comprehensiveness and effectiveness. 28,162,163 Many of the arguments concerning the impact of external context on marketing planning processes have been consolidated by Speed who contends that external context affects decision character, decision process and decision outcome. 164 Supporting this external approach, from a slightly different perspective, is work correlating planning to effectiveness in hostile environments and for 'mechanistic' cultures, while advocating emergent processes in benign environments and 'organic' structures.…”

Section: External Mediators Of Marketing Strategy Making Processesmentioning

confidence: 99%

“…[20][21][22][23] Further, it reflected more sophisticated work that attempted to allow for the many contingent effects on effectiveness. [24][25][26][27][28] This work therefore considers the performance/planning link within the limits of environmental contingencies and the context of organisation specific objectives. Within those parameters, a consensus is apparent among researchers on this topic.…”

mentioning

confidence: 99%

The effectiveness of marketing strategy making processes: A critical literature review and a research agenda

Smith¹

2003

J Target Meas Anal Mark

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commonly employed non-rational processes of strategy making -that the content of strong marketing strategies is, to a useful degree, well defined by the extant literature. This content definition is useful in evaluating the outputs of marketing strategy making processes and offers a valuable alternative to attempting to correlate strategy making process with organisational outputs -the normative, prescriptive models of strategic marketing planning are not an accurate description of most practice. This suggests that, for many practitioners, the practical application of the process falls some way short of the ideal -the effectiveness of normative strategic marketing planning is contingent upon both internal and external factors, both of which are limited in INTRODUCTIONStrong marketing strategies are clearly important to the effectiveness of an organisation and so the effectiveness of marketing strategy making processes is an important consideration for both academics and practitioners. Various approaches have been made towards understanding and improving such processes. This paper attempts to synthesise these perspectives to create a more rounded and deeper understanding of how marketing strategies are made and how they might be improved. In short, the findings of this work suggest:-that rational planning processes contribute to organisational effectiveness. No reported methodology, however, is able to say more than that, and relatively little is known about the value of the more Abstract This paper contributes to the literature concerning the marketing strategy process. It reviews the extant literature in this field, drawing out areas of consensus and gaps in that literature. The principal gaps identified concern non-rational strategy making processes and the combined implications of internal and external contingencies. Using well-established theories from the sociological perspective of the organisational behaviour literature, this work proposes relevant questions for future research in this field. [16][17][18][19] This phase of research therefore concluded that the planning/performance link was in fact unproved. Further, it suggested that such a simple correlation would never be possible. Instead, the consensus of this work was that, at best, planning is only effective within a certain set of contingent conditions and that effectiveness itself was a complex construct, dependent upon the organisation's goals and situation. The third and most recent phase of this work suggests a position somewhere between the unbridled positivism of the first and the inconclusive relativism of the second. Partly, this work paralleled the development of ideas about measuring organisational performance. [20][21][22][23] Further, it reflected more sophisticated work that attempted to allow for the many contingent effects on effectiveness. [24][25][26][27][28] This work therefore considers the performance/planning link within the limits of environmental contingencies and the context of organisation specific objectives. Within those...

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“…This is supported by work showing the relationship between the comprehensiveness of planning and its effectiveness. [165][166][167] Many of the arguments concerning the impact of external context on marketing planning processes have been consolidated by Speed and his coworkers 168,169 who contend that 'external context affects decision character, decision process and decision outcome.' Supporting the importance of external factors from a slightly different perspective is work correlating planning to effectiveness in hostile environments and for 'mechanistic' cultures, while advocating emergent processes in benign environments and 'organic' structures.…”

Section: Factors Affecting the Effectiveness Of Marketing Strategy Mamentioning

confidence: 99%

Success and failure in marketing strategy making: Results of an empirical study across medical markets

Smith¹

2003

J Med Market

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This is the second in a trilogy of papers reporting on a five-year research project into marketing strategy making in medical markets. Following on from the weak marketing strategy observed in the first paper, this work explains the origins of marketing strategy process failure in terms of incongruence with market and organisational culture conditions. It concludes that any generic approach to marketing strategy making fails most companies, and that an organisationally tailored process is required. INTRODUCTIONThis is the second paper of a trilogy 1 which seeks to contribute to the improvement of marketing strategy making in medical markets. For the purposes of this work, medical markets are defined as those markets in which the customer is a clinician or related professional or an associated organisation. It therefore includes pharmaceuticals, medical devices, diagnostics, medical equipment and other areas. This trilogy of papers arises from a five-year research project aimed specifically at this area and involving many leading companies in the sector. Although complementary and to some extent overlapping, the three papers attempt to answer three distinct questions, the relevance of which is emphasised by the maturation of the medical market:. How good is marketing strategy in medical markets? Paper one presented an assessment of marketing strategy quality in medical markets against a set of contextindependent quality criteria derived from the literature. Its conclusions were that marketing strategy in the sector was of variable quality and often very weak.. Why is marketing strategy in medical markets of variable quality? Paper two considers the underlying reasons for variability in the quality of marketing strategy in medical markets and develops and justifies a model to explain that variability.. How might marketing strategy in medical markets be improved? Paper three develops the empirical work into a management process by which to improve marketing strategy making in medical markets and to test the outputs of that process prior to incurring the costs and risks of implementation.Given the weaknesses of marketing strategy observed in medical markets, reported in the first paper, this work attempts to develop a model to explain the variability in quality of marketing strategy THE EFFECTIVENESS OF MARKETING STRATEGY MAKING PROCESSESA definition of marketing strategy 'Marketing strategy' has the dubious honour of being one of the most abused terms in the lexicon of practitioners. Most frequently, it is used to refer to the tactical disposition of promotional resources. This work, however, uses the term 'marketing strategy' in the sense agreed by Drucker 2 and Mintzberg. 3 Hence, marketing strategy is that sustained pattern of resource allocation decisions that pertain to customers and propositions. In this sense, marketing strategy is defined as having two necessary components: a definition of the target 'market', and a statement of the 'product' or 'value proposition' aimed at that target. This dual-...

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Influence of Environment, Strategy, and Market Orientation on Performance in Small Manufacturing Firms

Cited by 252 publications

References 37 publications

Organizational Change Capacity, Environmental Uncertainty, and Organization Performance Studies on Traditional Retail Ownership of Chinese and nonChinese in Malang

Organizational Change Capacity, Environmental Uncertainty, and Organization Performance Studies on Traditional Retail Ownership of Chinese and nonChinese in Malang

The effectiveness of marketing strategy making processes: A critical literature review and a research agenda

Success and failure in marketing strategy making: Results of an empirical study across medical markets

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