营销领导力的架构:高层管理团队中营销存在的不同结构如何推动新产品的绩效

IF 3.6 3区 管理学 Q2 BUSINESS
Hamed Mehrabi, Yongjian (Ken) Chen, Chatura Ranaweera
{"title":"营销领导力的架构:高层管理团队中营销存在的不同结构如何推动新产品的绩效","authors":"Hamed Mehrabi, Yongjian (Ken) Chen, Chatura Ranaweera","doi":"10.1108/mip-10-2023-0582","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>Prior research seldom explores the different structures of marketing presence in the top management team (MPTMT) and their impact on new product performance. In this paper, we distinguish among three structures of MPTMT: (1) a dedicated MPTMT; (2) a joint marketing and sales MPTMT; and (3) a joint marketing and other operations MPTMT. We then examine how these three structures of MPTMT are related to cross-functional integration in NPD and, subsequently, new product performance.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>Path analysis is used to test the model using data collected from 139 U.S. manufacturing firms. We conducted two rounds of survey data collection (with a one-year gap) to assess the potential effect of common method variance.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>The results show that, compared with no MPTMT, all MPTMT structures positively affect cross-functional integration in NPD, which, in turn, enhances new product performance. However, joint MPTMT structures have a greater impact than a dedicated MPTMT. Our moderation analysis also reveals that as TMT heterogeneity increases, the effect of dedicated MPTMT diminishes, but the effects of the other two joint structures remain positive and stable.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>The model could include alternative mediating organizational processes and performance outcomes.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>The findings provide managers with insight on how to configure and leverage marketing influence in the upper echelons in both SMEs and large firms.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>The findings of this study highlight the importance of delineating MPTMT structures, understanding how they create value, and specifying their boundary conditions.</p><!--/ Abstract__block -->","PeriodicalId":48048,"journal":{"name":"Marketing Intelligence & Planning","volume":null,"pages":null},"PeriodicalIF":3.6000,"publicationDate":"2024-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"The architecture of marketing leadership: how different structures of marketing presence in the top management team drive new product performance\",\"authors\":\"Hamed Mehrabi, Yongjian (Ken) Chen, Chatura Ranaweera\",\"doi\":\"10.1108/mip-10-2023-0582\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>Prior research seldom explores the different structures of marketing presence in the top management team (MPTMT) and their impact on new product performance. In this paper, we distinguish among three structures of MPTMT: (1) a dedicated MPTMT; (2) a joint marketing and sales MPTMT; and (3) a joint marketing and other operations MPTMT. We then examine how these three structures of MPTMT are related to cross-functional integration in NPD and, subsequently, new product performance.</p><!--/ Abstract__block -->\\n<h3>Design/methodology/approach</h3>\\n<p>Path analysis is used to test the model using data collected from 139 U.S. manufacturing firms. We conducted two rounds of survey data collection (with a one-year gap) to assess the potential effect of common method variance.</p><!--/ Abstract__block -->\\n<h3>Findings</h3>\\n<p>The results show that, compared with no MPTMT, all MPTMT structures positively affect cross-functional integration in NPD, which, in turn, enhances new product performance. However, joint MPTMT structures have a greater impact than a dedicated MPTMT. Our moderation analysis also reveals that as TMT heterogeneity increases, the effect of dedicated MPTMT diminishes, but the effects of the other two joint structures remain positive and stable.</p><!--/ Abstract__block -->\\n<h3>Research limitations/implications</h3>\\n<p>The model could include alternative mediating organizational processes and performance outcomes.</p><!--/ Abstract__block -->\\n<h3>Practical implications</h3>\\n<p>The findings provide managers with insight on how to configure and leverage marketing influence in the upper echelons in both SMEs and large firms.</p><!--/ Abstract__block -->\\n<h3>Originality/value</h3>\\n<p>The findings of this study highlight the importance of delineating MPTMT structures, understanding how they create value, and specifying their boundary conditions.</p><!--/ Abstract__block -->\",\"PeriodicalId\":48048,\"journal\":{\"name\":\"Marketing Intelligence & Planning\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.6000,\"publicationDate\":\"2024-07-29\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Marketing Intelligence & Planning\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1108/mip-10-2023-0582\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Marketing Intelligence & Planning","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/mip-10-2023-0582","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0

摘要

目的 以前的研究很少探讨高层管理团队(MPTMT)中营销存在的不同结构及其对新产品绩效的影响。本文区分了 MPTMT 的三种结构:(1)专职 MPTMT;(2)营销与销售联合 MPTMT;(3)营销与其他运营联合 MPTMT。然后,我们研究了这三种 MPTMT 结构与 NPD 跨职能整合以及新产品绩效之间的关系。我们进行了两轮调查数据收集(间隔一年),以评估共同方法差异的潜在影响。结果结果表明,与无 MPTMT 相比,所有 MPTMT 结构都会对 NPD 中的跨职能整合产生积极影响,进而提高新产品绩效。然而,联合 MPTMT 结构比专用 MPTMT 的影响更大。我们的调节分析还显示,随着 TMT 异质性的增加,专用 MPTMT 的影响会减弱,但其他两种联合结构的影响仍然是积极和稳定的。研究局限性/影响该模型可以包括其他中介组织过程和绩效结果。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The architecture of marketing leadership: how different structures of marketing presence in the top management team drive new product performance

Purpose

Prior research seldom explores the different structures of marketing presence in the top management team (MPTMT) and their impact on new product performance. In this paper, we distinguish among three structures of MPTMT: (1) a dedicated MPTMT; (2) a joint marketing and sales MPTMT; and (3) a joint marketing and other operations MPTMT. We then examine how these three structures of MPTMT are related to cross-functional integration in NPD and, subsequently, new product performance.

Design/methodology/approach

Path analysis is used to test the model using data collected from 139 U.S. manufacturing firms. We conducted two rounds of survey data collection (with a one-year gap) to assess the potential effect of common method variance.

Findings

The results show that, compared with no MPTMT, all MPTMT structures positively affect cross-functional integration in NPD, which, in turn, enhances new product performance. However, joint MPTMT structures have a greater impact than a dedicated MPTMT. Our moderation analysis also reveals that as TMT heterogeneity increases, the effect of dedicated MPTMT diminishes, but the effects of the other two joint structures remain positive and stable.

Research limitations/implications

The model could include alternative mediating organizational processes and performance outcomes.

Practical implications

The findings provide managers with insight on how to configure and leverage marketing influence in the upper echelons in both SMEs and large firms.

Originality/value

The findings of this study highlight the importance of delineating MPTMT structures, understanding how they create value, and specifying their boundary conditions.

求助全文
通过发布文献求助,成功后即可免费获取论文全文。 去求助
来源期刊
CiteScore
8.00
自引率
9.10%
发文量
64
期刊介绍: Marketing Intelligence & Planning (MIP) facilitates communication between researchers and practitioners, providing the users of research with a wealth of robust and relevant information. At a time when some journals are losing their relevance to industry and practical requirements, MIP successfully offers a bridge between academic and practitioner thinking, while retaining a high level of scientific rigour.
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信