When does metric use matter less?: How firm and managerial characteristics moderate the relationship between metric use and marketing mix performance

Mintz, O; Currim, IS

When does metric use matter less?: How firm and managerial characteristics moderate the relationship between metric use and marketing mix performance

Mintz, O

Currim, IS

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Publication Type:: Journal Article
Citation:: European Journal of Marketing, 2015, 49 (11-12), pp. 1809 - 1856
Issue Date:: 2015-01-01

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Field	Value	Language
dc.contributor.author	Mintz, O https://orcid.org/0000-0003-0512-4283	en_US
dc.contributor.author	Currim, IS	en_US
dc.date.issued	2015-01-01	en_US
dc.identifier.citation	European Journal of Marketing, 2015, 49 (11-12), pp. 1809 - 1856	en_US
dc.identifier.issn	0309-0566	en_US
dc.identifier.uri	http://hdl.handle.net/10453/136071
dc.description.abstract	© 2015, Emerald Group Publishing Limited. Purpose – This paper aims to develop a conceptual framework, in an effort toward building a contingent theory of drivers and consequences of managerial metric use in marketing mix decisions, this paper develops a conceptual framework to test whether the relationship between metric use and marketing mix performance is moderated by firm and managerial characteristics. Design/methodology/approach – Based on reviews of the marketing, finance, management and accounting literatures, and homophily, firm resource- and decision-maker-based theories and 22 managerial interviews, a conceptual model is proposed. It is tested via generalized least squares – seemingly unrelated regression estimation of 1,287 managerial decisions. Findings – Results suggest that the impact of metric use on marketing mix performance is lower in firms which are more market oriented, larger and with worse recent business performance and for marketing and higher-level managers, while organizational involvement has a lesser nuanced effect. Research limitations/implications – While much is written on the importance of metric use to improve performance, this work is a first step toward understanding which settings are more difficult than others to accomplish this. Practical implications – Results allow identification of several conditional managerial strategies to improve marketing mix performance based on metric use. Originality/value – This paper contributes to the metric literature, as prior research has generally focused on the development of metrics or the linking of marketing efforts with performance metrics, but paid little attention to understanding the relationship between managerial metric use and performance of the marketing mix decision and has not considered how the relationship is moderated by firm and managerial characteristics.	en_US
dc.relation.ispartof	European Journal of Marketing	en_US
dc.relation.isbasedon	10.1108/EJM-08-2014-0488	en_US
dc.rights	info:eu-repo/semantics/openAccess
dc.subject.classification	Marketing	en_US
dc.title	When does metric use matter less?: How firm and managerial characteristics moderate the relationship between metric use and marketing mix performance	en_US
dc.type	Journal Article
utslib.citation.volume	11-12	en_US
utslib.citation.volume	49	en_US
utslib.for	1505 Marketing	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Marketing Discipline
utslib.copyright.status	open_access	*
pubs.issue	11-12	en_US
pubs.publication-status	Published	en_US
pubs.volume	49	en_US

Abstract:

© 2015, Emerald Group Publishing Limited. Purpose – This paper aims to develop a conceptual framework, in an effort toward building a contingent theory of drivers and consequences of managerial metric use in marketing mix decisions, this paper develops a conceptual framework to test whether the relationship between metric use and marketing mix performance is moderated by firm and managerial characteristics. Design/methodology/approach – Based on reviews of the marketing, finance, management and accounting literatures, and homophily, firm resource- and decision-maker-based theories and 22 managerial interviews, a conceptual model is proposed. It is tested via generalized least squares – seemingly unrelated regression estimation of 1,287 managerial decisions. Findings – Results suggest that the impact of metric use on marketing mix performance is lower in firms which are more market oriented, larger and with worse recent business performance and for marketing and higher-level managers, while organizational involvement has a lesser nuanced effect. Research limitations/implications – While much is written on the importance of metric use to improve performance, this work is a first step toward understanding which settings are more difficult than others to accomplish this. Practical implications – Results allow identification of several conditional managerial strategies to improve marketing mix performance based on metric use. Originality/value – This paper contributes to the metric literature, as prior research has generally focused on the development of metrics or the linking of marketing efforts with performance metrics, but paid little attention to understanding the relationship between managerial metric use and performance of the marketing mix decision and has not considered how the relationship is moderated by firm and managerial characteristics.

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http://hdl.handle.net/10453/136071