The Paradox of a Marketing Planning Capability
2004, Journal of the Academy of Marketing Science
Rebecca J. Slotegraaf, Peter R. Dickson
Strategy 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.
Slotegraaf, Rebecca J. and Peter R. Dickson (2004), “The Paradox of a Marketing Planning Capability,” Journal of the Academy of Marketing Science, Vol. 32, No. 4, pp. 371-385.
Received Jagdish N. Sheth Award (awarded by the Editorial Review Board as the best article published in Volume 32 of the journal). Lead article