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A role theoretic view of product-market strategy execution: an investigation of mid-level marketing managers

Rosier, Eleri Rhian and Morgan, Robert E. ORCID: 2007. A role theoretic view of product-market strategy execution: an investigation of mid-level marketing managers. Journal of Strategic Marketing 15 (2) , pp. 223-236. 10.1080/09652540701320985

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Purpose - To develop and test a conceptual model of four dimensions related to mid-level marketing managers' (MLMMs) locus-of-control and to model these against MLMMs' role performance. Design/methodology/approach - Focuses on the detailed processes and practices of managers which embody the day-to-day activities within the firm and which correspond to strategy execution, using the personality concept of locus-of-control to explain the factors that influence MLMMs' effectiveness in executing strategies, the data sample consisting of 115 business-to-business service-based strategic business units based in Europe. Findings - In contrast to role clarity and role significance, high role self-determination and role commitment are positive and significant in their relationship with role performance in ineffective product-market strategy execution environments but when considering effective product-market strategy execution contexts, both role clarity and role significance of the MLMM role are significantly positive in explaining role performance while role self-determination and role commitment are not. Finds that MLMMs who course their expectancies from external sources are better placed to contribute to the firm in terms of executing strategy than those who are purely internally driven. Also demonstrates empirical support for the notion that role clarity and role significance are key external drivers of MLMMs' performance in firms that execute their product market strategies effectively and that MLMMs who exhibit an internal locus-of-control in explaining their role performance tend to prevail in firms achieving low levels of strategy. Research limitations/implications - Argues the need for more detailed and comprehensive conceptual models related to strategy execution due to the very fragmented research to date, for a managerial-level view of execution to provide valuable insights and for more research on the influence of psychological phenomena in determining the nature of execution by MLMMs. Practical implications - For effective strategy execution, argues that organizational members responsible for this should be able to meet deadlines, achieve intended goals and feel that both the methods and outcomes are acceptable and that MLMMs should exhibit external loci characteristics in order to fulfil their role performance. Asserts that firms should foster environments in which individuals are given clear instructions as to what is required of them and encouraged to feel valued and important in the work they do. Originality/value - Contributes to our understanding of strategy execution by taking a micro perspective on strategy and concludes that by organizing strategic decision making around the principles of locus-of-control, firms may greatly enhance their strategic capability, since external loci factors seem to contribute directly to effective strategy execution.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HF Commerce
Uncontrolled Keywords: Business-to-business Marketing; Europe; Marketing Management; Organizational Performance
Publisher: Routledge
ISSN: 0965-254X
Last Modified: 21 Oct 2022 09:53

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