Marketing strategy development styles, implementation capability, and firm performance: Investigating the curvilinear impact of multiple strategy-making styles

J. Chris White, Jeffrey S. Conant, Raj Echambadi

Research output: Contribution to journalArticlepeer-review

Abstract

There is growing interest in the process by which marketing strategy is developed. This article reports on a study in which we investigate the performance implications of using multiple organizational approaches to the development of marketing strategy. Specifically, we test a model in which implementation capability mediates the relationship between number of marketing strategy development (MSD) styles used and firm performance. Based on data collected from manufacturers, the results indicate that: (1) the relationship between the number of MSD styles used and implementation capability is curvilinear (an inverse U-shaped relationship), (2) implementation capability positively impacts firm performance, and (3) implementation capability mediates the relationship between number of MSD styles used and firm performance.

Original languageEnglish (US)
Pages (from-to)111-124
Number of pages14
JournalMarketing Letters
Volume14
Issue number2
DOIs
StatePublished - Jul 2003

Keywords

  • Firm performance
  • Implementation capability
  • Marketing strategy development styles

ASJC Scopus subject areas

  • Business and International Management
  • Economics and Econometrics
  • Marketing

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