Toward a Conceptual Model for Analyzing Marketing Reorganization and Transition Processes

Abstract

The chapter aims to provide a dynamic-process perspective of radical marketing reorganization processes and what drives such complex processes. The chapter draws on organization and management literature to develop a conceptual framework for understanding such reorganization processes. It is also based on two major empirical studies. The first is a historical study that focuses on the consequences for different parts of marketing organizations when two organizations merge.

The study shows how, for example, over time various tensions, conflicts, and contradictions become important drivers for the continued, long-term process to create a new, joint marketing organization. The second study investigates three cases of reorganization processes that integrated digital and physical sales channels. The investigation describes the tensions occurring among the groups and individuals responsible for each channel. By describing the handling of the tensions and subsequent effects, they outline a dynamic model of channel integration processes. Both models are presented in the chapter. The chapter concludes that marketing in reality is becoming more of an organizational topic in which successful transitions of marketing organizations become a matter of organizing and reorganizing.

Citation

Andersson, P., Rosenqvist, C. and Grenblad, D. (2018), "Toward a Conceptual Model for Analyzing Marketing Reorganization and Transition Processes", Andersson, P., Axelsson, B. and Rosenqvist, C. (Ed.) Organizing Marketing and Sales, Emerald Publishing Limited, Leeds, pp. 255-268. https://doi.org/10.1108/978-1-78754-968-520181016