Abstract
Develops a model of the influences on adopting global marketing decision support systems (MDSS) by global marketing organizations. The focus is on the expectations, beliefs, concerns, experiences, and implicit theories about global MDSS adoption of 144 senior marketing managers at 43 global firms. From a quantitative analysis of personal interviews, argues for an adoption model which includes controllable, uncontrollable and personal influences. Finds personnel, marketing mix, consumer trends, competitive pressures, economic conditions, technological change, corporate culture, and personal expectations are associated with adoption, while financial issues are associated with non‐adoption. Governmental policies and personal experience are associated with both adoption and non‐adoption.
Subject
Marketing,Business and International Management
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