How can chief Marketing Officers Strengthen their Influence? A Social Capital Perspective across Six Country Groups

Abstract

This article examines the effect of the chief marketing officer's (CMO) social capital along the dimensions of utilization of managerial ties, trust, and solidarity on his or her influence in the top management team (TMT) in a multicultural context. The study uses primary survey data from 412 CMOs across six country groups (Australia and New Zealand; Austria; Germany; China, including Hong Kong; Singapore; and the United States) to investigate the moderating effects of national culture on the relationship between social capital and the influence of CMOs in the TMT. The findings show that the social capital dimensions of managerial tie utilization and trust are strong drivers of a CMO's influence in the TMT and that these relationships are culturally dependent. Trust tends to be more effective when the national cultural dimensions of collectivism and uncertainty avoidance are high, and solidarity in the CMO's network relationship increases his or her influence only in collectivistic cultures.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 29 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.