Social power bases of marketing executives: The relationship with organizational climate

Stephen W. McDaniel, Charles M. Futrell, Ananthanarayanan Parasuraman

Research output: Contribution to journalArticle

6 Citations (Scopus)

Abstract

This research paper reports the results of a mailed questionnaire study of 343 marketing executives. The purpose of the research was to investigate whether or not a relationship exists between organizational climate (i.e., specific conditions in the organizational environment of the firm) and the particular social power base of the marketing executive. Results indicate that the three desirable power bases-expert, referrent, and legitimate-are correlated with all four of the organizational climate dimensions studied-reward orientation, personnel policies, MBO orientation, and status orientation. The undesirable power base-coercive power-was correlated with none of these dimensions.

Original languageEnglish (US)
Pages (from-to)77-85
Number of pages9
JournalJournal of Business Research
Volume13
Issue number1
DOIs
StatePublished - 1985
Externally publishedYes

Fingerprint

Marketing
Reward
Power (Psychology)
Social power
Organizational climate
Research

ASJC Scopus subject areas

  • Marketing
  • Applied Psychology

Cite this

Social power bases of marketing executives : The relationship with organizational climate. / McDaniel, Stephen W.; Futrell, Charles M.; Parasuraman, Ananthanarayanan.

In: Journal of Business Research, Vol. 13, No. 1, 1985, p. 77-85.

Research output: Contribution to journalArticle

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