Publication Type

Journal Article

Version

publishedVersion

Publication Date

4-2015

Abstract

Ensuring that organizational innovation generates value increasingly requires effective marketing management. Prior studies, however, report conflicting effects of chief marketing officer (CMO) leadership on how well the firm exploits innovation. These inconsistencies may be associated with firm-level innovation effort, customer focus, and industry type. We analyze archival data from 587 interviews with global CEOs to explain the effect of CMO leadership on outcomes of organizational innovation. CMO leadership of the firm's primary innovation mode is positively associated with product-market innovation effort but not marginal revenue from innovation. CMO leadership also moderates the relationship between customer focus and innovation revenue. Predictive validity testing shows that these effects are especially important for service firms. The benefits of CMO-led innovation have specific limitations that firms must consider for organization-wide innovation efforts.

Keywords

chief marketing officer, customer focus, innovation, leadership, performance

Discipline

Marketing | Strategic Management Policy | Technology and Innovation

Research Areas

Strategy and Organisation

Publication

SAGE Open

Volume

5

Issue

2

First Page

1

Last Page

14

ISSN

2158-2440

Identifier

10.1177/2158244015586812

Publisher

SAGE Open Attribution / SAGE Publications (UK and US): Creative Commons Attribution / SAGE Publishing

Copyright Owner and License

Authors

Creative Commons License

Creative Commons Attribution 3.0 License
This work is licensed under a Creative Commons Attribution 3.0 License.

Additional URL

https://doi.org/10.1177/2158244015586812

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