Meningkatkan Kinerja Pemasaran
dengan Kreativitas Strategi
DOI:
https://doi.org/10.21632/Keywords:
Reward, individual performance, team performance, marketing performanceAbstract
This study explores new variables that support strategic creativity in marketing according to Menon et al. (1999). Those variables are: reward, individual performance, and team work effect. Therefore, there are four hypotheses that are tested in this research. Firstly, the higher the strategic creativity, the higher the marketing peformance. Secondly, the higher the reward, the higher the strategic creativity. Thirdly, the higher the individual performance, the higher the strategic creativity. And lastly, the higher the team perfomance, the higher the strategic creativity. Multiple regression analysis is used to test the hypotheses using inputs from fifty respondens. The result shows that those hypotheses can be accepted. Managerial implications correspond to the result are discussed at the end of this article.
References
Alford, B., Silver, L., & Dwiyer, S. (2006). Learning and performance goal orientation of salespeople revisited: The role of performance-approach and performance-avoidance orientation. Journal of Personal & Sales Management, 36, 27-38.
Agarwal, S., & Ramaswami, S. N. (1993). Affective organizational commitment of salespeople: An expanded model. Journal of Personal Selling and Sales Management, XIII(2), Spring.
Amabile, T. M., Conti, R., Coon, H. J. L., & Herron, R. (1996). Assessing the work environment for creativity. Academy of Management Journal, 1154-1184.
Amit, R., & Schomaker, P. J. K. (1993). Strategic asset and organizational rent. Strategic Management Journal, 33-46.
Smith, B. (2003). The effectiveness of marketing strategy-making processes: A critical literature. Journal of Targeting, Measurement and Analysis for Marketing, 11(3), 273-281.
Boorom, M. L., et al. (1998). Relational communication traits and their effect on adaptability and sales performance. Journal of The Academy of Marketing Science, 26(1).
Cooper, D. R., & Emory, W. C. (1995). Business Research Methods. Irwin.
Deery, S. P., & Iverson, R. D. (2005). Labor management cooperation: Antecedents and impact on organizational performance. Industrial and Labor Relations Review, 58(4), 588-609.
Dess, G. D., Lumpkin, G. T., & Covin, J. G. (1997). Entrepreneurial strategy-making and firm performance: Test contingency and configurational models. Strategic Management Journal, 677-689.
Dess, G. G., & Origer, N. K. (1987). Environment, structure and consensus in strategy formulation: A conceptual integration. Academy of Management Journal, 12(2), 313-324.
Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization Science, 204-223.
Vande Walle, D., & Cummings, L. L. (2004). A test of the influence of goal orientation on the feedback-seeking process. Journal of Applied Psychology, 182, 390-400.
Gautam, R., Barney, J. B., & M. Waleed, A. M. (2004). Capabilities, business processes and competitive advantage: Choosing the dependent variable in empirical tests of the resource-based view. Strategic Management Journal, 25, 23-37.
Gima, K. A., & Murray, J. Y. (2004). Antecedents and outcomes of marketing strategy comprehensiveness. Journal of Marketing, 63, 33-46.
Gundlach, G. T., et al. (1995). The structure of commitment in exchange. Journal of Marketing, 59(January), 78-92.
Gujarati, D. H. (1995). Basic Econometrics (3rd ed.). Prentice Hall International Edition, USA.
Hair, F. J., Anderson, R. E., Tatham, R. L., & Black, W. C. (1992). Multivariate Data Analysis with Readings. Macmillan.
Imam, Ghozali. (2001). Analisis Multivariate dengan SPSS. Badan Penerbit Universitas Diponegoro Semarang.
Kotler, P. (1997). Marketing Management: Analysis, Planning, Implementation, and Control. Prentice Hall International, Inc.
Lado, A. A., Boyd, N. G., & Wright, P. (1992). A competence-based model of sustainable competitive advantage: Toward a conceptual integration. Journal of Management, 18, 77-91.
Lado, A. A., & Wilson, M. C. (1994). Human resources systems and sustained competitive advantage: A competency-based perspective. Academy of Management Review, 19(4), 699-727.
Menon, A., Bharadwaj, S. G., Adidam, P. J., & Edison, S. W. (1999). Antecedents and consequences of marketing strategy making: Model and test. Journal of Marketing, 63, 18-40.
Menon, A., Bharadwaj, S. G., & Howell, R. (1996). The quality and effectiveness of marketing strategy: Effect of functional and dysfunctional conflict in intra-organizational relationships. Journal of Marketing, 24(4), 299-313.
Piercy, N. F., Arthur, B., & Cravens, D. W. (2005). Examining business strategy: Sales management and salesperson antecedents of sales organization effectiveness. Journal of Personal Selling & Sales Management, 2, 109-123.
Pamella, S. T., & Marry, A. G. (2004). Cultural variation in strategy issue interpretation: Relating cultural uncertainty avoidance to controllability in discriminating threat and opportunity. Strategic Management Journal, 25, 59-67.
Patrick, T. G., Rosemary, K., & Geraldine, L. (2003). Adaptability and performance effects of business-level strategies: An empirical test. Irish Marketing Review, 57-69.
Petroff, J. V. (1997). Relationship marketing: The wheel reinvented? Business Horizons, November–December, 26-31.
Pitt, L. F., & Kannemeyer, P. (2000). The role of adaptation in microenterprise development: A marketing perspective. Journal of Developmental Entrepreneurship, 5(2).
Piercy, N. F., & Morgan, N. A. (1996). Competitive advantage, quality strategy and the role of marketing. British Academy of Management, 231-245.
Ramaseshan, B., & Dickison, S. (2004). An investigation of the antecedents to cooperative marketing strategy implementation. Journal of Strategic Marketing, 71-95.
Andrews, R., Boyne, G. A., & M., Richard. (2006). Strategy content and organizational performance: An empirical analysis. Public Administration Review, January, 365-375.
Sekaran, U. (1992). Research Methods for Business: A Skill Building Approach (2nd ed.). John Wiley & Sons, Inc.
Sharma, S. (2003). A contingency resource-based view of proactive corporate environmental strategy. Academy of Management Review, 28(1), 77.
Scullen, E. S., Judge, J. A., & Mount, M. K. (2003). Evidence of the construct validity ratings of managerial performance. Journal of Applied Psychology, 50-66.
Sinkula, J. M. (1994). Market information processing and organizational learning. Journal of the Academy of Marketing Science, 58(January), 35-45.
Sinkula, J. M., Baker, M. R., & Noordewier, T. (1997). A framework for market-based organizational learning: Linking values, knowledge, and behavior. Journal of the Academy of Marketing Science, 25(4), 305-318.
Slotegraaf, R. J., & Dickson, P. R. (2004). The paradox of a marketing planning capability. Academy of Marketing Science Journal, 32, 373-385.
Stata, R. (1989). Organizational learning – the key to management innovation. Sloan Management Review, 63-74.
Song, X. M., Hie, J., & Dyer, B. (2000). Antecedents and consequences of marketing manager conflict-handling behaviors. Journal of Marketing, 64(January), 50-66.
Skinner, S. J. (2000). Peak performance in the salesforce. Journal of Personal Selling & Sales Management, 20(1), Winter.
Slater, S. F., & Narver, J. C. (1994). Does competitive environment moderate the market orientation performance relationship? Journal of Marketing, 58(January), 46-55.
Tegarden, L. F., Sarason, Y., Cliders, J. S., & Hadfield, D. E. (2005). The engagement of employees in the strategy process and firm performance. Journal of Business Strategies, 22, 75-98.
Walker, O. C., Boyne, G. A. (2006). Strategy content and organizational performance: An empirical analysis. Public Administration Review, 52-63.
Weitz, B. A., Sujan, H., & Sujan, M. (1986). Knowledge, motivation, adaptive behavior: A framework for improving selling effectiveness. Journal of Marketing, 50(October), 174-191.
Downloads
Submitted
Published
How to Cite
Issue
Section
License
Copyright (c) 2008 Widodo

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Journal Author(s) Rights
For IRJBS to publish and disseminate research articles, we need publishing rights (transferred from the author(s) to the publisher). This is determined by a publishing agreement between the Author(s) and IRJBS. This agreement deals with the transfer or license of the copyright of publishing to IRJBS, while Authors still retain significant rights to use and share their own published articles. IRJBS supports the need for authors to share, disseminate and maximize the impact of their research and these rights, in any databases.
As a journal Author, you have rights to many uses of your article, including use by your employing institute or company. These Author rights can be exercised without the need to obtain specific permission. Authors publishing in IRJBS journals have comprehensive rights to use their works for teaching and scholarly purposes without needing to seek permission, including:
- use for classroom teaching by Author or Author's institution and presentation at a meeting or conference and distributing copies to attendees;
- use for internal training by the author's company;
- distribution to colleagues for their research use;
- use in a subsequent compilation of the author's works;
- inclusion in a thesis or dissertation;
- reuse of portions or extracts from the article in other works (with full acknowledgment of the final article);
- preparation of derivative works (other than commercial purposes) (with full acknowledgment of the final article);
- voluntary posting on open websites operated by the author or the author’s institution for scholarly purposes,
(But it should follow the open access license of Creative Common CC-by-SA License).
Authors/Readers/Third Parties can copy and redistribute the material in any medium or format, as well as remix, transform, and build upon the material for any purpose, even commercially. Still, they must give appropriate credit (the name of the creator and attribution parties (authors' detail information), a copyright notice, an open access license notice, a disclaimer notice, and a link to the material), provide a link to the license, and indicate if changes were made (Publisher indicates the modification of the material (if any) and retain an indication of previous modifications.
Authors/Readers/Third Parties can read, print and download, redistribute or republish the article (e.g. display in a repository), translate the article, download for text and data mining purposes, reuse portions or extracts from the article in other works, sell or re-use for commercial purposes, remix, transform, or build upon the material, they must distribute their contributions under the same license as the original Creative Commons Attribution-ShareAlike (CC BY-SA).
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.






