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Marketing Manager’s Perceptions and Their Roles in Measuring Strategic Performance

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  • Zaid Yaseen Saud

    (Al-iraqia university)

  • Marwan Sabah Hasan

    (Al-iraqia university)

Abstract

The study delves into marketing managers’ perceptions of strategic performance measurement and its impact on strategic marketing practices within industrial organizations. It underscores the necessity of a balanced approach to performance measurement that integrates both financial and non-financial metrics, such as customer satisfaction and internal process efficiency, following the Balanced Scorecard framework. The research identifies key challenges, including a lack of consensus among marketing managers on strategic performance concepts and weak implementation of strategic marketing practices. By using Smart PLS v3 on a sample size of 90 participants, employing partial least squares structural equation modelling (PLS-SEM), the results provide actionable insights into improving strategic alignment and cross-functional collaboration in performance measurement systems, ultimately enhancing organizational performance. Recommendations include adopting comprehensive performance systems and fostering a culture of continuous learning and strategic integration across departments.

Suggested Citation

  • Zaid Yaseen Saud & Marwan Sabah Hasan, 2024. "Marketing Manager’s Perceptions and Their Roles in Measuring Strategic Performance," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(11), pages 699-711, November.
    • Handle: RePEc:bcp:journl:v:8:y:2024:i:11:p:699-711
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    References listed on IDEAS

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    3. Chenhall, Robert H., 2005. "Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study," Accounting, Organizations and Society, Elsevier, vol. 30(5), pages 395-422, July.
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