This article attacks, in a novel way, the continued gulf between the theory and practice of maketing. By adopting the tools of organisational behaviour, drawn particularly from information processing theories of organisation and models of organisational power and political behaviour, the writer proposes an information‐structure‐power theory of corporate marketing. This theory has been developed through the writer's work on marketing information systems, marketing organisation, marketing budgeting and the impact on management of new information technology, but is now aimed more widely at analysing and, ultimately, controlling and managing those processes which determine strategic marketing decision‐making outcomes in organisations.
Piercy, N. (1985), "The Corporate Environment for Marketing Management:: An Information‐structure‐power Theory of Marketing", Marketing Intelligence & Planning, Vol. 3 No. 1, pp. 23-40. https://doi.org/10.1108/eb045708Download as .RIS
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