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The informal role of marketing control systems

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dc.contributor.authorOrtiz-Rendón, Paola Andrea
dc.contributor.authorMunuera-Alemán, Jose-Luis
dc.contributor.authorMontoya Restrepo, Luz Alexandra
dc.contributor.departmentComercialización e Investigación de Mercados
dc.date.accessioned2025-01-29T13:15:07Z
dc.date.available2025-01-29T13:15:07Z
dc.date.issued2023-11-09
dc.description© 2023. Emerald Publishing Limited This document is made available under the CC-BY 4.0 license http://creativecommons.org/licenses/by /4.0 This document is the published version of a published work that appeared in final form in European Journal of Management & Business Economics (EJM&BE) To access the final work, see https://doi.org/DOI 10.1108/EJMBE-12-2022-0363es
dc.description.abstractPurpose – The implementation of control systems allows marketing managers to improve operational decisions and organizational results. This paper aims to identify the relationship between control combinations and organizational results and analyze the relationships between the variables attributed to the marketing managers and with marketing control combinations. Decisions involving marketing control combine formal and informal mechanisms and generate control systems that have a favorable relationship with organizational results. Design/methodology/approach – The paper is based on 301 cross-sectional surveys among marketing managers. The classification procedure based on metric distance was implemented to identify the marketing control combinations. A hierarchical cluster analysis was carried out with perceptions about formal and informal control, to validate the control combination classifications. Finally, a discriminant analysis and ANOVA test were carried out for exploring factors associated with the managers. The data analysis was supported by IBM SPSS Statistics 24 software. Findings – The authors found evidence that, when managers perceive high-control systems, the perception of non-financial and financial results is always better, but the presence of high-clan control also returns optimal results. In addition, the manager’s satisfaction levels and work motivation are higher with high control systems than with other control systems. Originality/value – This study contributes to the existing knowledge by providing a broader empirical basis to extend conceptual frameworks about marketing control combinations that emerge in practice.es
dc.formatapplication/pdfes
dc.format.extent21es
dc.identifier.citationEuropean Journal of Management and Business Economics,
dc.identifier.doihttps://doi.org/DOI 10.1108/EJMBE-12-2022-0363
dc.identifier.issn2444-8451
dc.identifier.urihttp://hdl.handle.net/10201/149628
dc.languageenges
dc.publisherEmerald Publishing Limitedes
dc.relationSin financiación externa a la Universidades
dc.relation.publisherversionhttps://www.emerald.com/insight/content/doi/10.1108/ejmbe-12-2022-0363/full/htmles
dc.rightsinfo:eu-repo/semantics/openAccesses
dc.rightsAtribución 4.0 Internacional*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectMarketing control combinationses
dc.subjectOrganizational resultses
dc.subjectProfessional controles
dc.subjectCapability controles
dc.titleThe informal role of marketing control systemses
dc.typeinfo:eu-repo/semantics/articlees
dspace.entity.typePublicationes
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