From the trenches to the command post: Perceptual and attitudinal differences among levels in the marketing management hierarchy

Research findings from a national study of marketing executives are reported. The study is designed to determine whether executives at different managerial levels differ in their perceptions of: 1. their social power, 2. their firm's management control system and its organizational climate, and...

Full description

Saved in:
Bibliographic Details
Published in:Journal of business research 1985-12, Vol.13 (6), p.511-536
Main Authors: Leigh, James H., Futrell, Charles M.
Format: Article
Language:English
Subjects:
Attitudes
Employee attitude
Executives
Job satisfaction
Marketing
Marketing management
Perceptions
Power
Statistical analysis
Studies
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Research findings from a national study of marketing executives are reported. The study is designed to determine whether executives at different managerial levels differ in their perceptions of: 1. their social power, 2. their firm's management control system and its organizational climate, and 3. their level of job satisfaction. Some 395 managers responding to a questionnaire from a 1979 study represent the database for this research. Consistent patterns of differences are found among managerial levels in terms of the perceptions that marketing executives have of their personal powers, the control system and climate of their organizations, and their degree of job satisfaction. It should not be assumed that all managers of an organization have similar perceptions of these factors.
ISSN:0148-2963
1873-7978
DOI:10.1016/0148-2963(85)90045-1