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Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories

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Abstract

Now more than ever, marketing is assuming a key boundary-spanning role—a role that has also redefined the composition of the marketing organization. In this paper, the marketing organization’s integrative and mutually reinforcing components of marketing activities, customer value–creating processes, networks, and stakeholders are delineated within their boundary-spanning roles as a particular emphasis (labeled MOR theory). Thematic marketing insights from a collection of 31 organization theories are used to advance knowledge on the boundary-spanning marketing organization within four areas—strategic marketing resources, marketing leadership and decision making, network alliances and collaborations, and the domestic and global marketplace.

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Acknowledgments

I appreciate the input provided by David J. Ketchen, Jr. (co-editor for the special issue of JAMS on organization theory) and O.C. Ferrell (vice president of publications for the Academy of Marketing Science). Input from seminar participants at University of Bern, Florida State University, Michigan State University, and University of Mississippi helped refine the paper.

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  1. Eli Broad Professor of Marketing and International Business, The Eli Broad College of Business, Michigan State University, East Lansing, MI, 48824–1121, USA

    G. Tomas M. Hult

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Hult, G.T.M. Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories. J. of the Acad. Mark. Sci. 39, 509–536 (2011). https://doi.org/10.1007/s11747-011-0253-6

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