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chief marketing officer, top management team, hierarchy, influence, decision, control, resource, sales, integration


  1. Praving Nath
  2. Vijay Mahajan




    chief marketing officers (CMOs) are more powerful than others. The authors
    investigate the drivers and outcomes of this phenomenon using a hierarchical
    measure of power for the CMO in the top management team (TMT), or corporate
    executive suite (C-suite). Theory suggests that CMO power in the TMT should
    increase with (1) the CMO’s control over resources required by other executives
    in the C-suite, (2) the criticality and (3) effective provision of these
    resources, and (4) the no substitutability and (5) centrality of the CMO. The
    authors use these rationales to identify factors that affect CMO power in
    public U.S. firms with the CMO position for at least two of the five observed
    years. The findings show that CMO power increases when the CMO has the
    additional responsibility of sales, as TMT marketing experience decreases, and
    as firms with low levels of TMT marketing experience pursue innovation.
    Furthermore, CMO power in highly divisional zed TMTs and the CMO’s additional
     of sales improve sales growth, but CMO
    power in firms that are unrelated diversifiers reduces profitability. The
    authors discuss the theoretical and practical implications of these results for
    marketing’s influence in the C-suiteand the firm, the integration of marketing
    and sales, and market orientation.


    Vol 75, Nomor 1, Tahun 2011


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