Boundary-Spanning Marketing Organization: A Theory and Insights from 31 Organization Theories

110 Pages Posted: 26 Jan 2012

Date Written: January 25, 2012

Abstract

Now more than ever, marketing has a key boundary-spanning role — a role that has also redefined the composition of the marketing organization. In this SpringerBrief, the marketing organization’s integrative and mutually reinforcing components of marketing activities, customer value-creating processes, networks, and stakeholders are delineated within their boundary-spanning roles as a particular emphasis — labeled “marketing organization theory” or abbreviated as MOR to capture the first letter of “marketing” and the first two letters of “organization.” This SpringerBrief builds on and is an extended and more elaborate version of Hult (2011b), also published in a Springer publication (Journal of the Academy of Marketing Science). Thematic marketing insights from a collection of 31 organization theories are used to advance knowledge on the boundary-spanning marketing organization within four areas: strategic marketing resources, marketing leadership and decision making, network alliances and collaborations, and the domestic and global marketplaces.

Keywords: marketing organization, marketing theory, boundary-spanning, marketing activities, customer value-creating processes, networks, stakeholders

JEL Classification: L1, L2, M1, M3

Suggested Citation

Hult, G. Tomas M., Boundary-Spanning Marketing Organization: A Theory and Insights from 31 Organization Theories (January 25, 2012). Available at SSRN: https://ssrn.com/abstract=1991822 or http://dx.doi.org/10.2139/ssrn.1991822

G. Tomas M. Hult (Contact Author)

Michigan State University ( email )

East Lansing, MI 48824-1121
United States

Register to save articles to
your library

Register

Paper statistics

Downloads
200
Abstract Views
1,235
rank
151,859
PlumX Metrics