The paradox of a marketing planning capability

By Rebecca J. Slotegraaf, Peter R. Dickson. 2004

226 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/09ec867bc6519d519227dfa6561c0a570a11f857

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In Strategy and Management

Citations in the corpus

Talk Up or Criticize? Customer Responses to WOM About Competitors During Social Interactions (2014, unknown): “While this approach has gained prominence over alternative approaches recently (Slotegraaf & Dickson, 2004), PLS is not new to the marketing literature (Fornell et al., 1982; Smith & Barclay, 1997) and is well established.”
In Search of Innovation and Customer‐related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions (2012, result): “PLS has also shown to accommodate similar sample sizes to that obtained in this study (cf. Cassel, Hackl, and Westlund, 2000; Slotegraaf and Dickson, 2004).”
The "Third Hand": IT-Enabled Competitive Advantage in Turbulence Through Improvisational Capabilities (2010, background): “While a negative link between planning and improvisation has been inferred (Slotegraaf and Dickson 2004), we find a positive link between improvisational and dynamic capabilities.”
Does Strategic Planning Enhance or Impede Innovation and Firm Performance (2011, background): “By its very nature, a formal strategic planning process designed to govern and control NPD activities prevents employees from being innovative because it institutes rigidities and routines to help organizational systems and memory establish structural impediments to changes against up-to-date NPD kn”
Linking marketing capabilities with profit growth (2009, background): “…resources on building, maintaining, and leveraging marketing capabilities, and recent research has greatly enhanced knowledge concerning the link betweenmarketing capabilities and firm performance (e.g., Krasnikov & Jayachandran, 2008; Slotegraaf & Dickson, 2004; Vorhies & Morgan, 2005).”