Innovation and leadership: When does CMO leadership improve performance from innovation?

• Main Authors: BOCK, Adam J., EISENGENRICH, Andreas B., SHARAPOV, Dmitry, GEORGE, Gerard
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2015
• Subjects: chief marketing officer; customer focus; innovation; leadership; performance; Marketing; Strategic Management Policy; Technology and Innovation
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/5767; https://ink.library.smu.edu.sg/context/lkcsb_research/article/6766/viewcontent/Innovation_Leadership_CMO_2015_pvoa.pdf
• Institution: Singapore Management University

Ensuring that organizational innovation generates value increasingly requires effective marketing management. Prior studies, however, report conflicting effects of chief marketing officer (CMO) leadership on how well the firm exploits innovation. These inconsistencies may be associated with firm-level innovation effort, customer focus, and industry type. We analyze archival data from 587 interviews with global CEOs to explain the effect of CMO leadership on outcomes of organizational innovation. CMO leadership of the firm's primary innovation mode is positively associated with product-market innovation effort but not marginal revenue from innovation. CMO leadership also moderates the relationship between customer focus and innovation revenue. Predictive validity testing shows that these effects are especially important for service firms. The benefits of CMO-led innovation have specific limitations that firms must consider for organization-wide innovation efforts.