Add to ORKGStrategy scholars have long debated the value of formal planning, and research has offered inconsistent support for planning to enhance firm performance. Given these mixed empirical effects, we draw from the resource-based view of the firm to illustrate a paradox firms may face. In particular, a strong marketing planning capability may not only reduce the incidence of postplan improvisation but also contain inherent process rigidity. Since both of these can also increase performance, results illustrate a performance paradox in marketing planning
The relationship between strategic planning and firm performance has long interested strategic manag...
Despite the importance of thinking strategically when adapting to environmental change, independent ...
Traditional marketing planning may not be as effective in today’s challenging environments for achie...
Strategy scholars have long debated the value of formal planning, and research has offered inconsist...
What evidence exists on the value of formal planning for strategic decision-making in marketing? Thi...
Since 1970, over forty empirical studies have examined the performance consequences of formal strate...
Drawing on the competitive capability theory, this paper examines how market orientation, marketing ...
Product-market planning remains an important activity but paradoxically firms take considerable step...
We test the profit implication of product-market planning as a dynamic capability, from a contingenc...
The file attached to this record is the author's final peer reviewed version. The Publisher's final ...
Numerous theories and practices show that with strategic planning, enterprises can resolve many prob...
This paper was inspired from the necessity to identify the weaknesses in the marketing planning proc...
The relationship between strategic planning and firm performance has long interested strategic manag...
Marketing managers practice in a consistently changing environment necessitating the need for the ...
Since George Day’s conceptual paper on the capabilities of market-driven organizations was published...
The relationship between strategic planning and firm performance has long interested strategic manag...
Despite the importance of thinking strategically when adapting to environmental change, independent ...
Traditional marketing planning may not be as effective in today’s challenging environments for achie...
Strategy scholars have long debated the value of formal planning, and research has offered inconsist...
What evidence exists on the value of formal planning for strategic decision-making in marketing? Thi...
Since 1970, over forty empirical studies have examined the performance consequences of formal strate...
Drawing on the competitive capability theory, this paper examines how market orientation, marketing ...
Product-market planning remains an important activity but paradoxically firms take considerable step...
We test the profit implication of product-market planning as a dynamic capability, from a contingenc...
The file attached to this record is the author's final peer reviewed version. The Publisher's final ...
Numerous theories and practices show that with strategic planning, enterprises can resolve many prob...
This paper was inspired from the necessity to identify the weaknesses in the marketing planning proc...
The relationship between strategic planning and firm performance has long interested strategic manag...
Marketing managers practice in a consistently changing environment necessitating the need for the ...
Since George Day’s conceptual paper on the capabilities of market-driven organizations was published...
The relationship between strategic planning and firm performance has long interested strategic manag...
Despite the importance of thinking strategically when adapting to environmental change, independent ...
Traditional marketing planning may not be as effective in today’s challenging environments for achie...