Breaking Free: A Qualitative Analysis Of Entrenchment And Disruptive Strategies Of Corporate Leaders
Document Type
Article
Publication Date
1-1-2012
Abstract
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.
Keywords
entrenchment, disruptive strategies, marketing innovation, corporate leadership, managerial cognition
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Sanger, Sherry, "Breaking Free: A Qualitative Analysis Of Entrenchment And Disruptive Strategies Of Corporate Leaders" (2012). Student Scholarship. 108.
https://commons.case.edu/studentworks/108