Managerial judgement in strategic marketing

Aims to delineate and explore the terrain of mainstream literature on strategic marketing management. Draws attention to the important role of judgement in almost everything that marketing managers do and for organizations. Considers the orthodox treatment of uncertainty and judgement in marketing management and strategy and concludes that it is restrictive in that it presupposes an approach to strategic decision making that is the exception, not the norm. Highlights the important role of the personal development and learning of top marketing managers as investments in the quality of marketing judgement.

[1]  H. Simon,et al.  Models of Man. , 1957 .

[2]  J. Spender.  What do managers really do for their organizations , 1989 .

[3]  J. Burgoyne,et al.  The Nature, Use and Acquisition of Managerial Skills and other Attributes , 1976 .

[4]  Richard Whittington,et al.  Exploring Corporate Strategy , 1988 .

[5]  A. Pettigrew.  The politics of organizational decision-making , 1973 .

[6]  R. Daft,et al.  Toward a Model of Organizations as Interpretation Systems , 1984 .

[7]  R. Duncan.  Organizations and Their Environments. , 1974 .

[8]  C. Cooper,et al.  High Flyers: An Anatomy of Managerial Success , 1988 .

[9]  Gerry Johnson,et al.  Strategic Change and the Management Process , 1987 .

[10]  P. Doyle.  Marketing and the British chief executive , 1987 .

[11]  M. Shubik.  Information, Risk, Ignorance and Indeterminacy , 1954 .

[12]  David Weir,et al.  Industry and recipes: An enquiry into the nature and sources of managerial judgement , 1990 .

[13]  Nigel F. Piercy,et al.  The logic of being illogical in strategic marketing planning , 1989 .

[14]  Richard L. Daft,et al.  4 – The Effectiveness of Interpretation Systems , 1983 .

[15]  Robert N. Stern,et al.  The External Control of Organizations: A Resource Dependence Perspective. , 1979 .

[16]  Neil A. Morgan,et al.  Organisational context and behavioural problems as determinants of the effectiveness of the strategic marketing planning process , 1990 .

[17]  D. Hambrick,et al.  Upper Echelons: The Organization as a Reflection of Its Top Managers , 1984 .

[18]  Andrew Pettigrew,et al.  The Politics of Organizational Decision-Making. , 1976 .

[19]  N. Piercy.  The role and function of the chief marketing executive and the marketing department: A study of medium‐sized companies in the UK , 1986 .

[20]  D. Cowell.  Some Insights into the Background and Training of Marketing Executives in the UK , 1987 .

[21]  Ian Goswell,et al.  The Strategic and Operational Planning of Marketing , 1987 .

[22]  P. Kotler.  Marketing Management: Analysis, Planning, Implementation and Control , 1972 .

[23]  Market-led Strategic Change: Making Marketing Happen in Your Organization , 1991 .

[24]  B. Taylor,et al.  Management development and training handbook , 1975 .

[25]  Charles R. Schwenk.  THE COGNITIVE PERSPECTIVE ON STRATEGIC DECISION MAKING , 1988 .

[26]  K. Weick.  The social psychology of organizing , 1969 .

[27]  Gordon E. Greenley.  The Logic of Strategic Marketing Planning: A Comment , 1989 .

[28]  Stephen King.  Has marketing failed, or was it never really tried? 1 , 1985 .