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How do Organisations Engage in Marketing Strategy Making? A Problemistic Search Perspective
Conference papers
  • Sarah Browne, Dublin Institute of Technology
  • Katrina Lawlor, Dublin Institute of Technology
  • Pamela Sharkey Scott, Dublin Institute of Technology
  • Laura Cuddihy, Dublin Institute of Technology
Document Type
Conference Paper
Publication Date
2012-1-1
Rights
This item is available under a Creative Commons License for non-commercial use only
Disciplines
Publication Details

This paper has been accepted as a full paper for presentation within the strategy-as-practice track at the British Academy of Management Conference, 2012.

Abstract

Despite the importance of marketing strategy making (MSM) we understand little of how strategy making actually occurs within organisations. Departing from the common focus - on the tools and techniques of strategy– we apply a strategy as practice (SAP) lens to our exploration of MSM. We adopt a problemistic search perspective and utilise an in-depth case study to explore individual’s interactions in developing strategic marketing initiatives. We uncover a three-stage pattern in solution search within MSM; identification of the problem situation and postponing response, to problem recognition and acceptance, to a collective problem solving stage, which we label pre implementation consultation. The paper’s main contribution is the development of an initial framework placing a pre-implementation phase between formal and emergent strategy, providing a dynamic theory of MSM.

Citation Information
Browne, S., Lawlor, K., Sharkey Scott, P., Cuddihy, L.: How do Organisations Engage in Marketing Strategy Making? A Problemistic Search Perspective. British Academy of Management Conference, 2012.