The role of marketing managers' commitment and involvement in marketing strategy implementation

Abstract

This study examines the role of marketing mangers' commitment and involvement in implementing marketing strategies. The data were collected from marketing managers of different organizations who had implemented a strategic marketing plan in the last five years. The study reveals that marketing mangers' commitment towards strategy implementation has a significant positive impact on organizational performance. Innovative culture, top management support and job autonomy were considered to be the key antecedents of managers' commitment. All three antecedents were found to have significant positive impact on commitment. In addition, commitment was found to partially mediate the links of top management support and autonomy with organizational performance. It was also found that marketing managers' involvement moderates the relationship between job autonomy and managers' commitment. The managerial implications are discussed.

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