The nature and dynamics of counter-implementation in strategic marketing: a propositional inventory

Abstract

This paper highlights the idea that a broader perspective is needed in research into barriers to marketing implementation. It is suggested that this broader perspective should take account of contextual and behavioural issues along with an acknowledgement of implementation as a process. The nature and dynamics of counter-implementation are introduced and a propositional inventory that explicates such behaviour as encompassing actions that may be both intentional and unintentional in nature is developed. These actions may occur at the individual and group level as they evolve over the implementation process and may be both constructive and destructive to organizational performance. Particular emphasis is given to intentional counterimplementation behaviour in terms of how it initiates, manifests and develops, gaining momentum through the transition from individual level action to collective action and, therefore, greater potential leverage for successfully sabotaging implementation efforts. The paper offers implications for management and a research agenda is proposed that highlights content, context and process perspectives for future research in this area, as well as potential methodologies for future research.

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