Chief Marketing Officers (CMO) lead and direct organisational marketing teams and functions, often deploying exploratory initiatives to promote and protect products, services, and brands. This study aims to explore strategic ambidexterity as an organisational dynamic capability in the context of Australian individual CMO capability. Specifically, the researcher will investigate the antecedents and moderators of individual strategic ambidexterity (as a capability) as informed by organisational strategic ambidexterity dynamic capability. A two-phase exploratory mixed-methods research design was selected for use. Following an initial comprehensive literature review that will advise both research phases, phase one qualitative data will be collected from experienced Australian CMOs via semi-structured interviews. The unstructured interview data will be analysed using a structured, iterative thematic coding method. Secondly, phase two quantitative data will be collected via a purpose-built quantitative survey that will contain nominal data and ordinal Likert-scale questions. Quantitative data will be analysed using descriptive statistics and factor analysis methods. The two resulting data sets will be triangulated with a view to validating or rejecting qualitative findings. Responding to direct calls in the literature to fill specific contextual gaps, this study is intended to make original contributions to contextual strategic ambidexterity and capability knowledge. It may have positive upstream effects on organisations since individual capability characteristics antecede organisational dynamic capability. Finally, it may provide useful contributions to the researcher's own professional practice and recommendations resulting from the study may be used to improve an existing industry professional certification program.
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