Power and marketing

Merlo, Omar; Whitwell, Greg; Lukas, Bryan A.

doi:10.1080/0965254042000308039

“…The research on marketing and consumers only offers a limited number of systematic discussions of consumer power (Desmond, 2003;Holt, 2002;Merlo et al, 2004). Surprisingly, discussion of the responsible application of this power and the promotion of consumers' social responsibilities remains limited in the extant literature.…”

Section: Discussion and Concluding Remarksmentioning

confidence: 99%

Conceptualizing and measuring consumer social responsibility: a neglected aspect of consumer research

Quazi

¹

,

Amran

²

,

Nejati

³

2015

Int J Consumer Studies

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Despite the availability of extensive research on a wide range of consumer‐related areas, some socially sensitive consumer issues have still remained relatively unexplored. Since literature review revealed a gap in the conceptualization of consumer social responsibilities, this article conceptualized, developed and validated a measurement scale for consumer social responsibility (CnSR), using a rigorous methodology suggested in the scale development literature. The study responded to the scholarly calls for further research in this area. Using a total sample of 491 respondents (53 respondents for pilot, 207 for exploratory survey and 231 for confirmatory survey), the study proposed a six‐dimensional measurement scale for CnSR, including: (1) social impacts, (2) solidarity, (3) critical appraisal, (4) supporting business growth, (5) environmental impacts and (6) action. It is argued that with ever growing impacts of corporate social responsibility on business practices, the validated measurement scale will contribute to the advancement of research in this nascent consumer area.

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“…Therefore, we are concerned with the CMO's power over the broad range of strategic decisions that the TMT makes. Consequently, we adopt a macro or structural perspective of power by focusing on potential influence and preclude a micro or behavioral perspective that would focus on manifest influence (Brass and Burkhardt 1993;Frazier and Rody 1991;Gaski 1984;Merlo, Whitwell, and Lukas 2004;Provan 1980). Potential influence, or power as we define it, is the maximum possible social influence that can be applied, while manifest influence is the actual influence that is applied (French and Raven 1959).…”

Section: Cmo Power In the Tmtmentioning

confidence: 99%

Marketing in the C-Suite: A Study of Chief Marketing Officer Power in Firms' Top Management Teams

Nath

¹

,

Mahajan

²

2011

Journal of Marketing

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Some chief marketing officers (CMOs) are more powerful than others. The authors investigate the drivers and outcomes of this phenomenon using a hierarchical measure of power for the CMO in the top management team (TMT), or corporate executive suite (C-suite). Theory suggests that CMO power in the TMT should increase with (1) the CMO's control over resources required by other executives in the C-suite, (2) the criticality and (3) effective provision of these resources, and (4) the nonsubstitutability and (5) centrality of the CMO. The authors use these rationales to identify factors that affect CMO power in public U.S. firms with the CMO position for at least two of the five observed years. The findings show that CMO power increases when the CMO has the additional responsibility of sales, as TMT marketing experience decreases, and as firms with low levels of TMT marketing experience pursue innovation. Furthermore, CMO power in highly divisionalized TMTs and the CMO's additional responsibility of sales improve sales growth, but CMO power in firms that are unrelated diversifiers reduces profitability. The authors discuss the theoretical and practical implications of these results for marketing's influence in the C-suite and the firm, the integration of marketing and sales, and market orientation. ). The authors thank Girish Ramani, the faculty and doctoral students at the Hong Kong Polytechnic University's Department of Management and Marketing, and the anonymous JM reviewers for their useful comments and suggestions.

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“…Therefore, we are concerned with the CMO's power over the broad range of strategic decisions that the TMT makes. Consequently, we adopt a macro or structural perspective of power by focusing on potential influence and preclude a micro or behavioral perspective that would focus on manifest influence (Brass and Burkhardt 1993; Frazier and Rody 1991; Gaski 1984; Merlo, Whitwell, and Lukas 2004; Provan 1980).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Marketing in the C-Suite: A Study of Chief Marketing Officer Power in Firms’ Top Management Teams

Nath

¹

2011

Journal of Marketing

View full text Add to dashboard Cite

Some chief marketing officers (CMOs) are more powerful than others. The authors investigate the drivers and outcomes of this phenomenon using a hierarchical measure of power for the CMO in the top management team (TMT), or corporate executive suite (C-suite). Theory suggests that CMO power in the TMT should increase with (1) the CMO's control over resources required by other executives in the C-suite, (2) the criticality and (3) effective provision of these resources, and (4) the nonsubstitutability and (5) centrality of the CMO. The authors use these rationales to identify factors that affect CMO power in public U.S. firms with the CMO position for at least two of the five observed years. The findings show that CMO power increases when the CMO has the additional responsibility of sales, as TMT marketing experience decreases, and as firms with low levels of TMT marketing experience pursue innovation. Furthermore, CMO power in highly divisionalized TMTs and the CMO's additional responsibility of sales improve sales growth, but CMO power in firms that are unrelated diversifiers reduces profitability. The authors discuss the theoretical and practical implications of these results for marketing's influence in the C-suite and the firm, the integration of marketing and sales, and market orientation.

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Power and marketing

Cited by 22 publications

References 53 publications

Conceptualizing and measuring consumer social responsibility: a neglected aspect of consumer research

Conceptualizing and measuring consumer social responsibility: a neglected aspect of consumer research

Marketing in the C-Suite: A Study of Chief Marketing Officer Power in Firms' Top Management Teams

Marketing in the C-Suite: A Study of Chief Marketing Officer Power in Firms’ Top Management Teams

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