How to execute mindful marketing? The role of intrafirm network

Abstract

Purpose

The purpose of this paper is to propose an empirical linkage of intrafirm network characteristics to individual-level mindful marketing (MM).

Design/methodology/approach

Based on current literature in network, market orientation and MM research, this paper presents one conceptual model to capture enablers of MM execution with a network approach. The authors identified a pair of antecedent/barrier to MM execution: individual employees’ shared cross-functional tie and firm-level segmentation of the network.

Findings

The paper shows that to execute MM, employees possessing more cross-functional ties are more likely to develop higher level of MM. Meanwhile, it was also found that firm-level segmentation of intrafirm network will negatively affect employees in executing MM.

Research limitations/implications

The paper shows that to execute MM, employees possessing more cross-functional ties are more likely to develop higher level of MM. Meanwhile, it was also found that firm-level segmentation of intrafirm network will negatively affect employees in executing MM.

Practical implications

The proposed empirical linkage shows that a manager shall intervene and help employees to build cross-functional ties in advice network among themselves. Thus, firms are able to effectively maintain mindfulness of people and profit and ensure optimal execution of MM strategy. Meanwhile, they should offset possible negative effects of the advice network due to segmentation at firm level, which provides useful customer information flow throughout the firm.

Originality/value

The paper is one of the first attempts to advance and examine the role of intrafirm network in executing the concept of MM. Methodologically, this paper also explores the use of network analysis in discussion of an organizational structure that favors MM.

Citation

Zhu, T. (2014), "How to execute mindful marketing? The role of intrafirm network", Journal of Research in Marketing and Entrepreneurship, Vol. 16 No. 1, pp. 84-98. https://doi.org/10.1108/JRME-02-2013-0009