Antecedents and Outcomes of Marketing Strategy Comprehensiveness

Comprehensiveness has long been recognized as a key feature of marketing strategy decision making. However, few studies have examined its antecedents and the conditions under which it influences performance. This study attempts to contribute to a better understanding of marketing strategy by investi...

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Bibliographic Details
Published in:Journal of marketing 2004-10, Vol.68 (4), p.33-46
Main Authors: Atuahene-Gima, Kwaku, Murray, Janet Y.
Format: Article
Language:English
Subjects:
Conflict resolution
Corporate strategies
Environmental technology
Industrial market
Industry
Market performance analysis
Market strategy
Marketing
Marketing management
Marketing strategies
Statistical variance
Studies
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Summary:Comprehensiveness has long been recognized as a key feature of marketing strategy decision making. However, few studies have examined its antecedents and the conditions under which it influences performance. This study attempts to contribute to a better understanding of marketing strategy by investigating project-level antecedents and outcomes of marketing strategy comprehensiveness (MSC). Drawing on contingency and institutional theories perspectives, the authors develop and test the effects of output and process rewards, task conflict, and project members' intra- and extraindustry relationships on MSC. They find that whereas process reward and extraindustry relationships are positively related to MSC, task conflict (when combined with conflict avoidance) hinders its development. Furthermore, the results indicate that MSC has a more positive effect on performance when implementation speed is higher. Finally, the authors discover that technology and market uncertainties differentially moderate the relationship between MSC and performance; the former has a positive effect, and the latter has a negative effect. The authors also discuss the theoretical and practical implications of their findings.
ISSN:0022-2429
1547-7185
DOI:10.1509/jmkg.68.4.33.42732