Performance implications of the direct and moderating effects of centralization and formalization on customer orientation

Industrial Marketing Management

Volumn 36, Issue 8, 2007, Pages 1022-1034

  Auh, Seigyoung ^a   Menguc, Bulent ^b  

^a Department of Innovation and Entrepreneurial Marketing   (South Korea)

^b BROCK UNIVERSITY   (Canada)

Author keywords

Centralization; Control theory; Customer orientation; Formalization

Indexed keywords

EID: 34548849094     PISSN: 00198501     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.indmarman.2006.02.010     Document Type: Article

References (62)

1. Aiken L.S., and West S.G. Multiple regression: Testing and interpreting interactions (1991), Sage Publications, Newbury Park, CA
2. Anderson E., and Oliver R.L. Perspectives on behavior-based versus outcome-based salesforce control systems. Journal of Marketing 51 (1987, October) 76-88
3. Anderson J.C., and Gerbing D.W. Structural equation modeling in practice: A review and recommended two step approach. Psychological Bulletin 103 3 (1988) 411-423
4. Armstrong J.S., and Overton T.S. Estimating nonresponse bias in mail surveys. Journal of Marketing Research 14 (1977, August) 396-402
5. Ayers D., Dahlstrom R., and Skinner S.J. An exploratory investigation of organizational antecedents to new product success. Journal of Marketing 34 (1997, February) 107-116
6. Bagozzi R.P., and Yi Y. On the evaluation of structural equation models. Journal of Academy of Marketing Science 16 1 (1988) 74-94
7. Brady M.K., and Cronin J.J. Customer orientation: Effects on customer service perceptions and outcome behaviors. Journal of Service Research 3 3 (2001) 241-251
8. Business Review Weekly (2003), Australia's biggest enterprises, BRW 1000.
9. Cravens D.W., Ingram T.N., LaForge R.W., and Young C.E. Behavior-based and outcome-based salesforce control systems. Journal of Marketing 57 (1993, October) 47-59
10. Cravens D.W., Lassk F.G., Low G.S., Marshall G.W., and Moncrief W.C. Formal and informal management control combinations in sales organizations: The impact on salesperson consequences. Journal of Business Research 57 (2004, March) 241-248
11. Damanpour F. Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal 34 3 (1991) 555-590
12. Day G.S. The capabilities of market-driven organizations. Journal of Marketing 58 (1994, October) 37-52
13. Deshpande R., Farley J.U., and Webster F.E. Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadrant analysis. Journal of Marketing 57 (1993, January) 23-37
14. Deshpande R., and Webster F.E. Organizational culture and marketing: Defining the research agenda. Journal of Marketing 53 (1989, January) 3-15
15. Deshpande R., and Zaltman G. Factors affecting the use of market research information: A path analysis. Journal of Marketing Research XIX (1982, February) 14-31
16. Douglas T.J., and Judge W.Q. Total quality management implementation and competitive advantage: The role of structural control and exploration. Academy of Management Journal 44 1 (2001) 158-169
17. Duncan R.B. The ambidextrous organization: Designing dual structures for innovation. The management of organization design: Volume, strategy, and implementation. (1976), Elsevier, New York
18. Eisenhardt K.M., and Martin J.A. Dynamic capabilities: What are they?. Strategic Management Journal 21 (2000) 1105-1121
19. Fornell C., and Larcker D.F. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research 18 (1981, February) 39-50
20. Fredrickson J.W. The strategic decision process and the organizational structure. Academy of Management Review 11 2 (1986) 280-297
21. Gatignon H., and Xuereb J. Strategic orientation of the firm and new product performance. Journal of Marketing Research 34 (1997, February) 77-90
22. Gerbing D.W., and Anderson J.C. An updated paradigm for scale development incorporating unidimensionality and its assessment. Journal of Marketing Research 25 (1988) 186-192
23. Govindarajan V., and Fisher J. Strategy, control systems, and resource sharing: Effects on business-unit performance. Academy of Management Journal 33 2 (1990) 259-285
24. Hague J., and Aiken M. Relationship of centralization to other structural properties. Administrative Science Quarterly 12 (1967) 72-92
25. Hartline M.D., Maxham III J.G., and McKee D.O. Corridors of influence in the dissemination of customer-oriented strategy to customer contact service employees. Journal of Marketing 64 (2000, April) 35-50
26. Homburg C., Workman Jr. J.P., and Jensen O. Fundamental changes in marketing organization: The movement toward a customer-focused organizational structure. Journal of the Academy of Marketing Science 28 4 (2000) 459-478
27. Jaworski B. Toward a theory of marketing control: Environmental context, control types, and consequences. Journal of Marketing 52 July (1988) 23-39
28. Jaworski B., and Kohli A. Market orientation: Antecedents and consequences. Journal of Marketing 52 (1993, July) 53-70
29. Jaworski B., and MacInnis D.J. Marketing jobs and management controls: Toward a framework. Journal of Marketing Research 16 (1989, November) 406-419
30. Jaworski B., Stathakopoulos V., and Krishnan H.S. Control combinations in marketing: Conceptual framework and empirical evidence. Journal of Marketing 57 (1993, January) 57-69
31. Jensen M.C., and Meckling W.H. Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics 3 (1976) 305-360
32. John G., and Martin J. Effects of organizational structure on marketing planning on credibility and utilization of plan output. Journal of Marketing 11 (1984, May) 170-183
33. Jöreskog K.G., and Sörbom D. LISREL 8: User's reference guide (1996), Scientific Software International, Chicago
34. Kelly S.W. Developing customer orientation among service employees. Journal of the Academy of Marketing Science 20 (1992) 27-36 (Winter)
35. Kennedy K.N., Lassk F.G., and Goolsby G.R. Customer mind-set of employees throughout the organization. Journal of the Academy of Marketing Science 30 (2002) 159-171 (Spring)
36. Kirca A.H., Jayachandran S., and Bearden W.O. Market orientation: A meta-analytic review and assessment of its antecedents and impact on performance. Journal of Marketing 69 (2005, April) 24-41
37. Kohli A.K., and Jaworski B.J. Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing 54 (1990, April) 1-18
38. Larson J.R., and Callahan C. Performance monitoring: How it affects work productivity. Journal of Applied Psychology 75 5 (1990) 530-538
39. Lin X., and Germain R. Organizational structure, context, customer orientation, and performance: Lessons from Chinese state-owned enterprises. Strategic Management Journal 24 (2003) 1131-1151
40. McDougall P.P., Covin J.G., Robinson R.B., and Herron L. The effects of industry growth and strategic breadth on new venture performance and strategic content. Strategic Management Journal 15 (1994) 537-554
41. Menon A., Bharadwaj S.G., Adidam P.T., and Edison S.W. Antecedents and consequences of marketing strategy making: A model and a test. Journal of Marketing 63 (1999, April) 18-40
42. Menon A., and Varadarajan P. A model of marketing knowledge use within firms. Journal of Marketing 56 (1992, October) 53-71
43. Michaels R.E., Cron W.L., Dubinsky A.J., and Joachimsthaler E.A. Influence of formalization on the organizational commitment and work alienation of salespeople and industrial buyers. Journal of Marketing Research 25 (1988, November) 376-383
44. Narver J.C., and Slater S.F. The effect of a market orientation on business profitability. Journal of Marketing 54 (1990, October) 20-35
45. Neter J., Wasserman W., and Kutner M.H. Applied linear statistical models: Regression, analysis of variance, and experimental design (1985), Richard D. Irwin, Inc, Homewood IL
46. Noble C.H., and Mokwa M.P. Implementing marketing strategies: Developing and testing a managerial theory. Journal of Marketing 63 (1999, October) 57-73
47. Noble C.H., Sinha R.K., and Kumar A. Market orientation and alternative strategic orientations: A longitudinal assessment of performance implications. Journal of Marketing 66 (2002, October) 25-39
48. Oliver R.L., and Anderson E. An empirical test of the consequences of behavior and outcome-based sales control systems. Journal of Marketing 58 (1994, October) 53-67
49. Ouchi W.G. The transmission of control through organizational hierarchy. Academy of Management Journal 21 (1978, June) 173-192
50. Ouchi W.G. A conceptual framework for the design of organizational control mechanisms. Management Science 25 (1979, September) 833-847
51. Phillips L.W. Assessing measurement error in key informant reports: A methodological note on organizational analysis in marketing. Journal of Marketing Research 18 (1981, November) 395-415
52. Podsakoff P.M., and Organ D. Self-reports in firm research: Problems and prospects. Journal of Management 12 (1986) 531-543 (Winter)
53. Poppo L., and Zenger T. Do formal contracts and relational government function as substitutes or complements?. Strategic Management Journal 23 (2002) 707-725
54. Ramaswami S.N. Marketing Controls and dysfunctional employee behaviors: A test of traditional and contingency theory postulates. Journal of Marketing 60 (1996, April) 105-120
55. Ruekert R.W., Walker Jr. O.C., and Roering K.J. The organization of marketing activities: A contingency theory of structure and performance. Journal of Marketing 49 (1985) 13-26 (Winter)
56. Shapiro B.P. What the hell is 'market oriented?'. Harvard Business Review 66 (1988, November-December) 119-125
57. Slater S.F., and Narver J.C. Does competitive environment moderate the market orientation-performance relationship?. Journal of Marketing 58 (1994, January) 46-55
58. Snell S.A., and Youndt M.A. Human resource management and firm performance: Testing a contingency model of executive controls. Journal of Management 21 4 (1995) 711-737
59. Vorhies D.W., and Morgan N.A. A configuration theory assessment of marketing organization fit with business strategy and its relationship with marketing performance. Journal of Marketing 67 1 (2003) 100-115
60. White J.C., Conant J.S., and Echambadi R. Marketing strategy development styles, implementation capability, and firm performance: Investigating the curvilinear impact of multiple strategy-making styles. Marketing Letters 14 2 (2003) 111-124
61. Youndt M.A., Snell S.A., Dean Jr. J.W., and Lepak D. Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal 39 4 (1996) 836-866
62. Zaltman G., Duncan R., and Holbek J. Innovations and organizations (1973), John Wiley and Sons, New York