865
Views
11
CrossRef citations to date
0
Altmetric
Articles

Adapting a book to make a film: how strategy is adapted through professional practices of marketing middle managers

, , , &

References

  • Ackroyd, S. (2009). Research designs for realist research. In D. Buchanan & A. Bryman (Eds.), Handbook of organisational research methods. London: Sage.
  • Balogun, J. (2006). Managing change: Steering a course between intended strategies and unanticipated outcomes. Long Range Planning, 39(1), 29–49. doi:10.1016/j.lrp.2005.02.010
  • Bamberger, P. A., & Pratt, M. G. (2010). Moving forward by looking back: Reclaiming unconventional research contexts and samples in organizational scholarship. Academy of Management Journal, 53(4), 665–671. doi:10.5465/AMJ.2010.52814357
  • Bazeley, P. (2007). Qualitative data analysis with NVivo. Sage: London.
  • Bourdieu, P. (1990). The logic of practice. Stanford, CA: Stanford University Press.
  • Brown, S. W., Webster Jr, F. E., Steenkamp, J. B. E., Wilkie, W. L., Sheth, J. N., Sisodia, R. S., … Staelin, R. (2005). Marketing renaissance: Opportunities and imperatives for improving marketing thought, practice, and infrastructure. Journal of Marketing, 69(4), 1–25. doi:10.1509/jmkg.2005.69.4.1
  • Buchanan, D. A. (2008). You stab my back, I’ll stab yours: Management experience and perceptions of organization political behaviour. British Journal of Management, 19(1), 49–64. doi:10.1111/j.1467-8551.2007.00533.x
  • Chia, R., & Mackay, B. (2007). Post-processual challenges for the emerging strategy-as-practice perspective: Discovering strategy in the logic of practice. Human Relations, 60(1), 217–242. doi:10.1177/0018726707075291
  • Cravens, D. W., Piercy, N. F., & Baldauf, A. (2009). Management framework guiding strategic thinking in rapidly changing markets. Journal of Marketing Management, 25(1–2), 31–49. doi:10.1362/026725709X410025
  • Davies, M. A., & Ardley, B. (2012). Denial at the top table: Status attributions and implications for marketing. Journal of Strategic Marketing, 20(2), 113–126. doi:10.1080/0965254X.2011.606975
  • Day, G. S. (1992). Marketing’s contribution to the strategy dialogue. Journal of the Academy of Marketing Science, 20(4), 323–329. doi:10.1007/BF02725208
  • Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37–52. doi:10.2307/1251915
  • Dickson, P. R., Lassar, W. M., Hunter, G., & Chakravorti, S. (2009). The pursuit of excellence in process thinking and customer relationship management. Journal of Personal Selling and Sales Management, 29(2), 111–124. doi:10.2753/PSS0885-3134290201
  • Doyle, P. (2000). Valuing marketing’s contribution. European Management Journal, 18(3), 233–245. doi:10.1016/S0263-2373(00)00006-2
  • Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25–32. doi:10.5465/AMJ.2007.24160888
  • Engelen, A. (2011). Which department should have more influence on organization-level decisions? A strategy-dependent analysis. Journal of Strategic Marketing, 19(3), 229–254. doi:10.1080/0965254X.2011.557739
  • Flatters, P., & Willmott, M. (2009). Understanding the post-recession consumer. Harvard Business Review, 87(7–8), 106–112.
  • Floyd, S. W., & Wooldridge, B. (1997). Middle management’s strategic influence and organizational performance. Journal of Management Studies, 34(3), 465–485. doi:10.1111/1467-6486.00059
  • Floyd, S. W., & Wooldridge, B. (2000). Building strategy from the middle: Reconceptualizing strategy process. Thousand Oaks, CA: Sage.
  • George, A. L., & Bennett, A. (2005). Case studies and theory development in the social sciences. Cambridge, MA: MIT Press.
  • Golsorkhi, D., Rouleau, L., & Seidl, D. (Eds.). (2010). Cambridge handbook of strategy as practice. New York, NY: Cambridge University Press.
  • Guth, W. D., & Macmillan, I. C. (1986). Strategy implementation versus middle management self-interest. Strategic Management Journal, 7(4), 313–327. doi:10.1002/smj.4250070403
  • Hendry, K. P., Kiel, G. C., & Nicholson, G. (2010). How boards strategise: A strategy as practice view. Long Range Planning, 43(1), 33–56. doi:10.1016/j.lrp.2009.09.005
  • Holbrook, M. B., & Hulbert, J. M. (2002). Elegy on the death of marketing: Never send to know why we have come to bury marketing but ask what you can do for your country churchyard. European Journal of Marketing, 36(5/6), 706–732. doi:10.1108/03090560210422970
  • Jarzabkowski, P. (2005). Strategy as practice: An activity based approach. Sage: London.
  • Jarzabkowski, P., & Balogun, J. (2009). The practice and process of delivering integration through strategic planning. Journal of Management Studies, 46(8), 1255–1288. doi:10.1111/j.1467-6486.2009.00853.x
  • Jarzabkowski, P., & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11), 1391–1426. doi:10.1177/0170840608096388
  • Johnson, G., Melin, L., & Whittington, A. (2003). Guest editors’ introduction. Journal of Management Studies, 40(1), 3–22. doi:10.1111/1467-6486.t01-2-00002
  • Klingebiel, R., & De Meyer, A. (2013). Becoming aware of the unknown: Decision making during the implementation of a strategic initiative. Organization Science, 24(1), 133–153. doi:10.1287/orsc.1110.0726
  • Krohmer, H., Homburg, C., & Workman, J. P. (2002). Should marketing be cross-functional? Conceptual development and international empirical evidence. Journal of Business Research, 55(6). doi:doi:10.1016/S0148-2963(00)00176-4
  • Luca, L. M. D., & Atuahene-Gima, K. (2007). Market knowledge dimensions and cross-functional collaboration: Examining the different routes to product innovation performance. Journal of Marketing, 71(1), 95–112. doi:10.1509/jmkg.71.1.95
  • Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48(1), 21–49. doi:10.5465/AMJ.2005.15993111
  • Mantere, S. (2008). Role expectations and middle manager strategic agency. Journal of Management Studies, 45(2), 294–316. doi:10.1111/j.1467-6486.2007.00744.x
  • Mattsson, J., Ramaseshan, R., & Carson, D. (2006). Let marketers reclaim corporate strategy. Journal of Strategic Marketing, 14(2), 165–173. doi:10.1080/09652540600659806
  • McDonald, M. (2009). The future of marketing: brightest star in the firmament, or a fading meteor? Some hypotheses and a research agenda. Journal of Marketing Management, 25(5–6), 431–450. doi:10.1362/026725709X461786
  • Miller, C. C., Cardinal, L. B., & Glick, W. H. (1997). Retrospective reports in organizational research: A re-examination of recent evidence. Academy of Management Journal, 40(1), 189–204. doi:10.2307/257026
  • Miller, S., Hickson, D., & Wilson, D. (2008). From strategy to action: Involvement and influence in top level decisions. Long Range Planning, 41(6), 606–628. doi:10.1016/j.lrp.2008.09.005
  • Palmer, M., & Simmons, G. (2010). Strategists’ reactions and resistance towards forces of inclusion: Soothing the anxiety of marketing (non-) influence. Journal of Strategic Marketing, 18(4), 317–336. doi:10.1080/09652540903537006
  • Pappas, J. M., & Wooldridge, B. (2007). Middle managers’ divergent strategic activity: An investigation of multiple measures of network centrality. Journal of Management Studies, 44(3), 323–341. doi:10.1111/j.1467-6486.2007.00681.x
  • Perry, C., Riege, A., & Brown, L. (1999). Realism’s role among scientific paradigms in marketing research. Irish Marketing Review, 12(2), 16–23.
  • Piercy, N. F. (2001). Market-led strategic change: New marketing for new realities. The Marketing Review, 2(4), 385–404. doi:10.1362/1469347012863862
  • Piercy, N. F., Cravens, D. W., & Lane, N. (2010). Marketing out of the recession: Recovery is coming, but things will never be the same again. The Marketing Review, 10, 3–23. doi:10.1362/146934710X488915
  • Regnér, P. (2003). Strategy creation in the periphery: Inductive versus deductive strategy making. Journal of Management Studies, 40(1), 57–82. doi:10.1111/1467-6486.t01-1-00004
  • Reibstein, D. J., Day, G., & Wind, J. (2009). Guest editorial: Is marketing academia losing its way? Journal of Marketing, 73(4), 1–3. doi:10.1509/jmkg.73.4.1
  • Rouleau, L., & Balogun, J. (2011). Middle managers, strategic sensemaking, and discursive competence. Journal of Management Studies, 48(5), 953–983. doi:10.1111/j.1467-6486.2010.00941.x
  • Schatzki, T. R., Knorr-Cetina, K., & Von Savigny, E. (2001). The practice turn in contemporary theory. London: Routledge.
  • Sheth, J. N., & Sisodia, R. S. (Eds.). (2006). Does marketing need reform?: Fresh perspectives on the future. Armonk, NY: ME Sharpe.
  • Skålén, P., & Hackley, C. (2011). Marketing-as-practice. Introduction to the special issue. Scandinavian Journal of Management, 27(2), 189–195. doi:10.1016/j.scaman.2011.03.004
  • Slater, S. F., & Olson, E. M. (2001). Marketing’s contribution to the implementation of business strategy: An empirical analysis. Strategic Management Journal, 22(11), 1055–1067. doi:10.1002/smj.198
  • Slater, S. F., Olson, E. M., & Hult, G. T. M. (2010). Worried about strategy implementation? Don’t overlook marketing’s role. Business Horizons, 53(5), 469–479. doi:10.1016/j.bushor.2010.04.001
  • Svensson, P. (2007). Producing marketing: Towards a social-phenomenology of marketing work. Marketing Theory, 7(3), 271–290. doi:10.1177/1470593107080346
  • Thorpe, E. R., & Morgan, R. E. (2007). In pursuit of the “ideal approach” to successful marketing strategy implementation. European Journal of Marketing, 41(5/6), 659–677. doi:10.1108/03090560710737679
  • Tippmann, E., Sharkey-Scott, P., & Mangematin, V. (2012). Problem solving in MNCs: How local and global solutions are (and are not) created. Journal of International Business Studies, 43(8), 746–771. doi:10.1057/jibs.2012.25
  • Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. The Academy of Management Annals, 6(1), 285–336. doi:10.1080/19416520.2012.672039
  • Varadarajan, R. (2010). Strategic marketing and marketing strategy: Domain, definition, fundamental issues and foundational premises. Journal of the Academy of Marketing Science, 38(2), 119–140. doi:10.1007/s11747-009-0176-7
  • Verhoef, P. C., & Leeflang, P. S. (2009). Understanding the marketing department’s influence within the firm. Journal of Marketing, 73(2), 14–37. doi:10.1509/jmkg.73.2.14
  • Walton, J. (1992). Making the theoretical case. In C. C. Ragin & H. S. Becker (Eds.), What is a case?: Exploring the foundations of social inquiry. Cambridge: Cambridge University Press.
  • Webster Jr, F. E. (2009). Marketing IS management: The wisdom of Peter Drucker. Journal of the Academy of Marketing Science, 37(1), 20–27. doi:10.1007/s11747-008-0102-4
  • Weick, K. E. (2003). Theory and practice in the real world. In H. Tsoukas & C. Knudsen (Eds.), The oxford handbook of organization theory (pp. 453–475). New York, NY: Oxford University Press.
  • Welch, C., Piekkari, R., Plakoyiannaki, E., & Paavilainen-Mäntymäki, E. (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42(5), 740–762. doi:10.1057/jibs.2010.55
  • White, D. W. (2010). The impact of marketing strategy creation style on the formation of a climate of trust in a retail franchise setting. European Journal of Marketing, 44(1/2), 162–179. doi:10.1108/03090561011008655
  • Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731–735. doi:10.1016/0024-6301(96)00068-4
  • Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–634. doi:10.1177/0170840606064101
  • Whittington, R., Cailluet, L., & Yakis‐Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531–544. doi:10.1111/j.1467-8551.2011.00762.x
  • Wooldridge, B., Schmid, T., & Floyd, S. W. (2008). The middle management perspective on strategy process: Contributions, synthesis, and future research. Journal of Management, 34(6), 1190–1221. doi:10.1177/0149206308324326
  • Yin, R. K. (2009). Case study research: Design and methods (5). Thousand Oaks, CA: Sage.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.