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Breaking Free: Understanding Leadership Entrenchment and Disruptive Strategies

The Second International Conference on Engaged Management Scholarship
2012
  • 0
    Citations
  • 1,354
    Usage
  • 0
    Captures
  • 0
    Mentions
  • 0
    Social Media
Metric Options:   Counts1 Year3 Year

Metrics Details

  • Usage
    1,354
    • Abstract Views
      1,182
    • Downloads
      172
  • Ratings
    • Download Rank
      349,130

Paper Description

Using qualitative analysis of in-depth interview data from 23 Chief Marketing Officers (CMOs) in diverse industries, the study aims to advance theoretical understanding of (a) when and how corporate leaders experience entrenchment, (b) what strategies corporate leaders use to disrupt or break free from their entrenchment and (c) how leaders generate disruptive strategies. Our findings show that CMOs experience both organizational and personal entrenchment, which differ in nature and significance. In general, CMOs are alert to entrenchment traps and deploy varied disruptive strategies to break free, sometimes with success. Finally, our data suggests that CMOs source their disruptive strategies from the same knowledge, experience and skills that entrench them.

Bibliographic Details

Sherry Sanger; Jagdip Singh

Entrenchment; disruptive strategies; marketing innovation; corporate leadership; managerial cognition

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