The architecture of marketing leadership: how different structures of marketing presence in the top management team drive new product performance

Purpose

Prior research seldom explores the different structures of marketing presence in the top management team (MPTMT) and their impact on new product performance. In this paper, we distinguish among three structures of MPTMT: (1) a dedicated MPTMT; (2) a joint marketing and sales MPTMT; and (3) a joint marketing and other operations MPTMT. We then examine how these three structures of MPTMT are related to cross-functional integration in NPD and, subsequently, new product performance.

Design/methodology/approach

Path analysis is used to test the model using data collected from 139 U.S. manufacturing firms. We conducted two rounds of survey data collection (with a one-year gap) to assess the potential effect of common method variance.

Findings

The results show that, compared with no MPTMT, all MPTMT structures positively affect cross-functional integration in NPD, which, in turn, enhances new product performance. However, joint MPTMT structures have a greater impact than a dedicated MPTMT. Our moderation analysis also reveals that as TMT heterogeneity increases, the effect of dedicated MPTMT diminishes, but the effects of the other two joint structures remain positive and stable.

Research limitations/implications

The model could include alternative mediating organizational processes and performance outcomes.

Practical implications

The findings provide managers with insight on how to configure and leverage marketing influence in the upper echelons in both SMEs and large firms.

Originality/value

The findings of this study highlight the importance of delineating MPTMT structures, understanding how they create value, and specifying their boundary conditions.