Structural Conditions of Intraorganizational Power

Hinings, Robin C.; Hickson, David J.; Pennings, Johannes M.

doi:10.2307/2391786

Cited by 369 publications

(195 citation statements)

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“…This supports the idea that marketing and sales are two distinct organizational units. The approach of measuring sub-unit influence over specific issues was chosen based on the research of Enz (1986), Hinings et al (1974), and Pfeffer (1981). A distinction was made between a functional group having no influence and the absence of a functional group.…”

Section: Cross-functional Dispersion Of Influence On Marketing Activimentioning

confidence: 99%

Should marketing be cross-functional? Conceptual development and international empirical evidence

Krohmer

Homburg

Workman

2002

Journal of Business Research

148

180

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While it has frequently been stated that decisions on marketing activities should be made cross-functionally, there is no empirical evidence that shows benefits of performing marketing activities in this way. This paper examines the link between the cross-functional dispersion of influence on marketing activities and performance at the SBU level and considers dynamism of the market, which may moderate the strength of this relationship. Using data from a cross-national study in three industry sectors, the authors find that cross-functional dispersion of influence on marketing activities increases the performance of the SBU. They also find that the relationship between the cross-functional dispersion of influence on marketing activities is negatively influenced by dynamism of the market. This research thus provides empirical evidence for the positive performance implications of cross-functional interaction in the context of marketing activities. D

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Section: Cross-functional Dispersion Of Influence On Marketing Activimentioning

confidence: 99%

Should marketing be cross-functional? Conceptual development and international empirical evidence

Krohmer

Homburg

Workman

2002

Journal of Business Research

148

180

View full text Add to dashboard Cite

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“…Coping alone, therefore, did not determine power, but the combination of uncertainty, coping, centrality, and nonsubstitutability in a contingent relationship afforded some departments greater power than others (Hinings et al 1974). …”

Section: * * * 4 5~mentioning

confidence: 95%

“…Their reasons were similar to Perrow's --that is, contact with the customers as well as an ability and opportunity to deal with uncertainty (Lawrence and Lorsch, 1967). Hinings et al (1974) studied the power of the same subunits (i.e., sales, production, accounting, and research) analyzed by Perrow. Seven organizations were analyzed which included breweries in the U.S. and ..…”

Section: Sales (Marketing)mentioning

confidence: 99%

Organizational and systems theory: An integrated review.

Swezey¹

1980

PsycEXTRA Dataset

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“…Political: strategy deriving mainly from negotiated settlements between powerful sub-units of the organisation. [18][19][20][21][22] . Cultural: strategy deriving mainly from the 'taken for granted' frames of reference shared in the organisation.…”

Section: The Effectiveness Of Marketing Strategy Making Processesmentioning

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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Structural Conditions of Intraorganizational Power

Cited by 369 publications

References 0 publications

Should marketing be cross-functional? Conceptual development and international empirical evidence

Should marketing be cross-functional? Conceptual development and international empirical evidence

Organizational and systems theory: An integrated review.

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

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