Antecedents and consequences of marketing strategy making: A model and a test

There is a strong rekindling of academic and practitioner interest in the m arketing strategy making (MSM) process and its effect on firm performance. However, there is a dearth of research on process issues in marketing strat egy. This study attempts to fill this important gap in the marketing strate gy literature by using a discovery-oriented approach to develop a (1) multi faceted conceptualization of MSM, (2) model of the antecedents and conseque nces of MSM, and (3) test of this model using data on more than 200 marketi ng mix-related decisions. After ruling out common method bias, the authors find that innovative culture is the fundamental antecedent of effective MSM . They also find that the components of MSM (situation analysis, comprehens iveness, emphasis on marketing assets and capabilities, cross-functional in tegration, communication quality, consensus commitment, and resource commit ment) have differential effects on the outcomes measured, strategy creativi ty, organizational learning, and market performance, The authors find that strategy creativity affects market performance and organizational learning directly and as a mediator variable.