The power relationships of brand managers |
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| Authors: | Richard G. Starr Jr. Paul N. Bloom |
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| Affiliation: | (1) Marketing Department, Kenan-Flagler Business School, The University of North Carolina at Chapel Hill, Carroll Hall, Campus Box 3490, 27599-3490 Chapel Hill, NC;(2) Kenan-Flagler Business School, The University of North Carolina at Chapel Hill, Carroll Hall, Campus Box 3490, 27599-3490 Chapel Hill, NC |
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| Abstract: | This study tests the strategic contingencies theory of power among consumer and industrial brand managers, along with an extension to the theory that hypothesizes interactions between the control of contingencies and environmental factors. Data were collected through a national mail survey of brand managers. Strategic contingencies theory is supported, with clear results that the centrality of a department, its amount of financial control, communication with the brand manager, and its total control of contingencies are positively associated with departmental power. We find modest support for the hypothesis that environment moderates the effects of strategic contingencies on power. |
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| Keywords: | brand managers power strategic contingencies theory |
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