Business strategy, marketing organization culture, and performance.

  • Slater S
  • Olson E
  • Finnegan C
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Drawing on configuration theory, we develop and test a model which posits that overall firm performance will be influenced by how well the marketing organization's cultural orientation (i.e., market, adhocracy, hierarchy, or clan) complements alternative business strategies (i.e., Prospector, Analyzer, Low-Cost Defender, Differentiated Defender) after controlling for other, key firm-level variables. Responses from a sample of senior marketing managers provide partial support for the model and demonstrate that high-performing businesses of one strategy type have a different cultural orientation than high-performing businesses of the other strategy types. And, contrary to previous research, the results of this study show that each of the cultural orientations may play a role in creating superior performance. We conclude with a discussion of the implications for scholars and for managers. [ABSTRACT FROM AUTHOR]

Author-supplied keywords

  • BUSINESS enterprises
  • BUSINESS planning
  • Business strategy
  • CORPORATE culture
  • Configuration theory
  • INDUSTRIAL management
  • MANAGEMENT science
  • Marketing organization
  • Miles and snow
  • Organizational culture
  • Performance
  • STRATEGIC planning
  • Strategy implementation

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  • Stanley Slater

  • Eric Olson

  • Carol Finnegan

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