Breaking Free: Understanding Leadership Entrenchment and Disruptive Strategies

19 Pages Posted: 18 Jun 2012

See all articles by Sherry Sanger

Sherry Sanger

Case Western Reserve University

Jagdip Singh

Case Western Reserve University - Department of Marketing and Policy Studies

Date Written: May 21, 2012

Abstract

Using qualitative analysis of in-depth interview data from 23 Chief Marketing Officers (CMOs) in diverse industries, the study aims to advance theoretical understanding of (a) when and how corporate leaders experience entrenchment, (b) what strategies corporate leaders use to disrupt or break free from their entrenchment and (c) how leaders generate disruptive strategies. Our findings show that CMOs experience both organizational and personal entrenchment, which differ in nature and significance. In general, CMOs are alert to entrenchment traps and deploy varied disruptive strategies to break free, sometimes with success. Finally, our data suggests that CMOs source their disruptive strategies from the same knowledge, experience and skills that entrench them.

Keywords: Entrenchment, disruptive strategies, marketing innovation, corporate leadership, managerial cognition

Suggested Citation

Sanger, Sherry and Singh, Jagdip, Breaking Free: Understanding Leadership Entrenchment and Disruptive Strategies (May 21, 2012). The Second International Conference on Engaged Management Scholarship, Available at SSRN: https://ssrn.com/abstract=2084798

Sherry Sanger (Contact Author)

Case Western Reserve University ( email )

10900 Euclid Ave.
Cleveland, OH 44106
United States

Jagdip Singh

Case Western Reserve University - Department of Marketing and Policy Studies ( email )

Cleveland, OH 44106
United States

Do you have a job opening that you would like to promote on SSRN?

Paper statistics

Downloads
166
Abstract Views
1,114
Rank
337,466
PlumX Metrics