Simos Chari

Emergent Marketing Strategies and Performance: The Effects of Market Uncertainty and Strategic Feedback Systems

Although many process‐based studies appear in the strategic management literature, little attention has been devoted to the formation process of marketing strategies. Drawing on enactment and information‐processing theories, this study views the external environment as a source of information (i.e. enacted) and organizations as information‐processing entities. We propose a conceptual framework of antecedents and market performance consequences of emergent marketing strategies and test it with a sample of 214 UK enterprises. The results suggest that dimensions of market uncertainty (i.e. dynamism and complexity) and strategic feedback systems influence the formation of emergent marketing strategy. Furthermore, the data reveal that market uncertainty aspects condition the association between emergent marketing strategies and market performance in different ways. These findings provide new insights into how emergent marketing strategies evolve and influence organizational outcomes.

Anti-child-abuse ads: believability and willingness-to-act

Purpose – Given their expense, the psycho-dynamic they induce among many viewers, and the lack of empirical evidence for their efficacy, studies to assess anti-child-abuse ad campaigns are warranted. As a preliminary foray into this research domain, this study explores a dual-process model for a single ad from the NSPCCs FULL STOP campaign. Specifically, it examines whether ad believability relates more strongly to an emotional or a cognitive response and which type of response is the strongest mediator on “willingness to act against child abuse”. Design/methodology/approach – A convenience sample of 242 students enrolled in postgraduate business and management studies at a large university in the UK responded to a structured questionnaire posted online. Findings – Except for H3, the hypothesised relationships are significant and in the expected direction. Specifically, ad believability relates negatively related to self-esteem (H1), self-esteem relates positively to “willingness to act against child abu...

Marketing Strategy and Strategic Environment Performance Sustaining Configurations: A Set-Theoretic Approach: An Abstract

The link between performance outcomes and strategic choices has been the subject of numerous studies (see Mirabeau & Maguire, 2014). The success of any strategy type is determined by the outcomes it produces when aligned with key contingencies (Katsikeas, Samiee, & Theodosiou, 2006). Along the strategic alignment literature, authors conjure the significance of strategy – external environment – fit for superior performance outcomes (Zott & Amit, 2008). In fact, the lack of fit (i.e., misfit) instigates poor performance implications (Yarbrough, Morgan, & Vorhies, 2011).

Iintended and Realised Marketing Strategies: Adaptive Marketing Organizations in Enacted Environments

Notwithstanding the growing literature on strategy making, limited attention has been given to the formulation process of marketing strategies. Grounded on enactment theory, this study perceives the external environment as a source of information and organizations as information-processing entities. Our conceptualization emphasizes on the strategic paradigm of intended and realized strategies and within a nomological framework of antecedents and consequences, we examine the deterministic role of market uncertainty on marketing strategy making (MSM). An empirical study, conducted among 215 UK manufacturing firms, reveals that market uncertainty components (i.e., dynamism and complexity) influences the formulation of intended marketing plans. Furthermore, the data support that market dynamism controls the association between intended and realized marketing strategies. These findings provide further understanding and new insights on how intended strategic plans are designed and why these deviate from their initial pattern. Finally, the study examined the mediating role of organizational adaptiveness on organizational performance.

Market Environment as a Source of Information: The Effects of Uncertainty on Intended and Realised Marketing Strategy

Grounded on enactment and information-processing theories, this study perceives the external environment as a source of information and organizations as information-processing systems. Our conceptualization places emphasis on the intended-realized paradigm of the strategy making process. Within a nomological framework of antecedents and consequences the deterministic role of market uncertainty is examined.