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Market-driving strategy and the human factor: Top management versus middle management

  • Research
  • Marketing, Sales and Communication, Strategic Management

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Building on market-orientation theory, this research centers on the market-driving strategy and the key attributes that top and middle-level management should have in order to facilitate and perform such a strategy. Findings from an exploratory study including in-depth interviews with 27 experts, seven academicians and 20 experienced practitioners working in market-driving companies across an array of sectors, show that there is a number of common as well as unique attributes that each one of these two managerial groups should have so as to perform a market-driving strategy. Given that this is the first research to explore personnel attributes as a key antecedent of the application of a market-driving strategy, the present research results in an extensive number of academic research propositions as well as relevant managerial implications for the business community.

Keywords
  • market orientation, Market-driving strategy, middle-level employees, personnel attributes, top management

Author(s)

THEODORAKIS Ioannis
Professor
OMNES Education

Institution(s)

Medias of the same institution

03:46

Ad eroticism from a psychological distance perspective

Building on construal level theory and psychological distance (PD), this paper considers the impact of erotic ads; the factors of sex and moral attentiveness are also examined. Two experiments delve into different PD types, evoking variant construal levels (CLs) while promoting a different product across different levels of erotic intensity in the ad. Findings show that as the PD or CL decreases, reactions become more unfavorable, regardless of the ad’s level of erotic intensity. Also, reactions vary depending on sex and moral attentiveness; women and individuals with high moral attentiveness levels express stronger objections.
THEODORAKIS Ioannis - OMNES Education |
  • Research
  • Marketing, Sales and Communication
03:40

Market driving strategy’s firm-level and market-level outcomes

L’orientation-marché (OM) est une stratégie définissable par l'influence de la structure du marché et/ou du comportement des acteurs du marché dans une direction qui renforce l'avantage concurrentiel (AC) d’une entreprise. Cet article a pour objectif d'identifier : (1) les principaux résultats de l’OM au niveau de l'entreprise et du marché, (2) les mécanismes de médiation entre ces résultats, et (3) l'influence des capacités d'innovation radicale (IR) et incrémentale (II) des produits sur l’OM. Adoptant une méthode de recherche mixte fondée sur trois études, les résultats suggèrent que : (a) les résultats de la stratégie OM au niveau de l'entreprise portent sur la performance financière (PF) et la performance du client, la réputation de l'organisation (RO) et l'AC durable ; (b) la IR et II
THEODORAKIS Ioannis - OMNES Education |
  • Research
  • Marketing, Sales and Communication, Strategic Management
03:47

We survived this! What managers could learn from SMEs who successfully navigated the Greek economic crisis.

Focused on the Greek economic crisis, one of the toughest and the most prolonged ones on a global scale, the present research centers on both anthropocentric and business-centric factors that helped SMEs survive, thus, providing a valuable survival manual. Grounded in quantitative research the paper includes two studies. 250 SMEs were included in the first study while 189 of them that survived, participated in the second study.
THEODORAKIS Ioannis - OMNES Education |
  • Research
  • Entrepreneurship, Marketing, Sales and Communication
03:51

The Impact of Psychological Distance and Construal Level on Consumers’ Responses to Taboos in Ad

For different product categories and across different taboo types, different distance dimensions, and different construal-level manipulations, an increase in the psychological distance (or construal) level attenuates consumers’ unfavorable attitudinal and behavioral reactions while a decrease in the psychological distance (or construal) level intensifies consumers’ responses.
THEODORAKIS Ioannis - OMNES Education |
  • Research
  • Marketing, Sales and Communication

Medias of the same thematics

  • 00:05:21

Triple Bottom Line Performance in Post Covid B2B Marketing

CHAUDHURI Ranjan - EMLV |
  • Research
  • Covid Special Series, Marketing, Sales and Communication, Sustainable Development and CSR
  • 00:04:24

Synergies of Institutional Theory and Dynamic Capability View in Firm Performance: Exploring Climate Change Adaptation and B2B Marketing Capabilities

Based on institutional theory and the dynamic capability view, this study delves into the relationship between a firm’s climate change adaptation (CCA) capability and its performance, with a focus on the mediating influence of business-to-business (B2B) marketing capability. The study poses two main research questions: RQ1: What role do institutional pressures play in fostering CCA capability among B2B firms in both developed and developing countries? RQ2: How does the CCA capability of B2B firms impact their performance? To validate the theoretical model developed, data is collected through surveys conducted in a developed country (Australia) and a developing country (South Africa). The study holds significance on two fronts: (a) being among the first to examine the influence of institutional pressures on CCA capability development, and (b) uncovering the mediating role of marketing capability in enhancing B2B firm performance through CCA capability. The study’s novel contribution lies in identifying pivotal elements for driving exceptional B2B firm performance amidst climate change, while employing institutional theory and the dynamic capability view to elucidate underlying mechanisms.
BAG Surajit - EMLV |
  • Research
  • Logistics and Supply Chain, Marketing, Sales and Communication, Strategic Management
  • 00:04:28

The interplay of cause familiarity, cause-brand fit, and perceived betrayal in cause-brand alliances.

This cross-cultural study (individualistic vs. collectivistic culture) applies construal level theory, exploring the impact of cause familiarity on brand attitudes and how cause–brand fit mediates this link. The study also examines how perceived betrayal moderates the relationship between cause–brand fit and brand attitude. Data collection involved 455 participants from French and Turkish cultures via snowball sampling. Findings show cause familiarity significantly influences brand attitude, with attitude toward fit in a cause–brand alliance as a mediator. Perceived betrayal also moderates the cause–brand fit and brand attitude relationship, shedding light on the positive effects of aligning with a familiar cause on brand attitudes, emphasizing the crucial role of fit in such alliances.
KHELLADI Insaf - EMLV |
REZAEE VESSAL Saeedeh - EMLV |
  • Research
  • Marketing, Sales and Communication, Sustainable Development and CSR
  • 00:03:59

Opening up corporate political strategizing

I explore what happens when senior executives try to include non-expert, functional managers in the formulation and implementation of strategic actions marked by high levels of complexity and uncertainty. My findings will hopefully be relevant for anybody struggling to introduce new organizational practices in potentially hostile or sceptical corporate environments.
BARRON Andrew - TBS Education |
  • Research
  • Organizational Theory, Strategic Management
Marketing, Sales and Communication
Strategic Management

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