Linking environmental scanning to marketing strategy: Factors influencing vertical communication of externally scanned information

Abstract

This study develops a conceptual model for managerial control of environmental scanning behavior in their subordinate organizations. It is developed within a boundary-spanning framework where the boundary of the organization is part of the conceptualization of the environmental scanning process. Aggregate and individual effects specific to the organizational boundary layer are included in the conceptual model. Environmental scanning behavior is stimulated and focussed by managers like a "push-pull" pump. Subordinate perceptions of managerial communication are central to the "pump mechanism." Perceptions of strategically important themes for the organization supply the push to engage in environmental scanning. Perceptions of managerial receptivity to external information on strategic themes supply the pull. In concert these factors draw environmental information across the organizational boundary, then vertically in the organization, making environmental information available to senior management.