The reconfiguration of marketing organization in the age of digital transformation: a paradox perspective

Fabienne Berger-Remy (berger-remy.iae@univ-paris1.fr), Marie-Eve Laporte (marie-eve.laporte@orange.fr) and Isabelle Aimé (isabelle.aime@kedgebs.com)
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Fabienne Berger-Remy: IAE Paris - Sorbonne Business School
Marie-Eve Laporte: IAE Paris - Sorbonne Business School

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Abstract: For most companies, digital transformation is at the top of the agenda. This article digs into the tensions faced by the marketing organisation, which, along with other departments dealing with business intelligence, is particularly affected by the ongoing digital transformation. The goal of this research, which builds on the theory of paradox, is to explore how and to what extent these tensions produce changes inside large marketing organisations, which, in turn, leads to potential reconfigurations. A qualitative thematic study was conducted. It included 16 in-depth interviews with high-level internal and external consultants and data collected at 12 conferences. The findings show that the digital transformation of marketing is leading to unprecedented complexity. More specifically, they show the tensions resulting in three paradoxes: a learning paradox (the combination of traditional and digital marketing skills), an organizing paradox (both expertise and a holistic view), and a performing paradox (both customer and brand centricity). The findings also highlight the resolution strategies that these organisations adopt as they attempt to respond to these paradoxes. On this basis, different possible scenarios emerge and are discussed regarding the reconfiguration of the marketing organisation.

Keywords: Digital transformation; Theory of paradox; Marketing organisation; Digital marketing (search for similar items in EconPapers)
Date: 2021-07
Note: View the original document on HAL open archive server: https://hal.science/hal-02549993
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Published in Management-Revue, 2021, 32 (2), pp.108-127

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