How managerial reconfiguration translates into marketing management implications under digital disruption
| Managerial function | Core reconfiguration under digital disruption | Internal marketing management implications | External marketing management implications |
|---|---|---|---|
| Planning | Shift from intentional, linear planning to algorithmic anticipation based on predictive analytics and scenario modelling | Reorientation of strategic cognition toward probabilistic reasoning; redistribution of planning authority to data-driven systems; increased reliance on models for risk and sustainability forecasting | Alignment of sustainability value propositions with anticipated consumer expectations and regulatory pressures; increased risk of misalignment when algorithmic assumptions lack transparency |
| Organising | Transition from hierarchical structures to platform-mediated, ecosystem-based coordination | Reconfiguration of organisational boundaries and coordination mechanisms; embedding of sustainability criteria into digital infrastructures and standards | Reshaping of value chains and sustainability narratives through platforms; enhanced traceability alongside accountability dilution across multi-actor ecosystems |
| Staffing | Emergence of hybrid human–technology roles and continuous capability reconfiguration | Demand for integrated digital, ethical and behavioural competencies; tensions around reskilling, inclusion and workforce sustainability | Impact on credibility of sustainability communication through human mediation of data, analytics and consumer trust; influence on adoption of sustainability-relevant innovations |
| Leading | Redistribution of authority toward socio-technical systems; leadership as sense-making and ethical mediation | Mediation between algorithmic outputs and organisational values; management of internal trust, legitimacy and responsibility under opaque decision systems | Construction of credible sustainability narratives; leadership visibility in aligning innovation, accountability and stakeholder expectations |
| Controlling | Intensification of datafied, real-time and anticipatory control systems | Continuous monitoring embedded in everyday operations; risks of metric fixation and reduced discretionary judgement | Governance of sustainability performance visibility; increased scrutiny of claims, heightened risks of greenwashing and trust erosion if metrics substitute substantive impact |
| Managerial function | Core reconfiguration under digital disruption | Internal marketing management implications | External marketing management implications |
|---|---|---|---|
| Planning | Shift from intentional, linear planning to algorithmic anticipation based on predictive analytics and scenario modelling | Reorientation of strategic cognition toward probabilistic reasoning; redistribution of planning authority to data-driven systems; increased reliance on models for risk and sustainability forecasting | Alignment of sustainability value propositions with anticipated consumer expectations and regulatory pressures; increased risk of misalignment when algorithmic assumptions lack transparency |
| Organising | Transition from hierarchical structures to platform-mediated, ecosystem-based coordination | Reconfiguration of organisational boundaries and coordination mechanisms; embedding of sustainability criteria into digital infrastructures and standards | Reshaping of value chains and sustainability narratives through platforms; enhanced traceability alongside accountability dilution across multi-actor ecosystems |
| Staffing | Emergence of hybrid human–technology roles and continuous capability reconfiguration | Demand for integrated digital, ethical and behavioural competencies; tensions around reskilling, inclusion and workforce sustainability | Impact on credibility of sustainability communication through human mediation of data, analytics and consumer trust; influence on adoption of sustainability-relevant innovations |
| Leading | Redistribution of authority toward socio-technical systems; leadership as sense-making and ethical mediation | Mediation between algorithmic outputs and organisational values; management of internal trust, legitimacy and responsibility under opaque decision systems | Construction of credible sustainability narratives; leadership visibility in aligning innovation, accountability and stakeholder expectations |
| Controlling | Intensification of datafied, real-time and anticipatory control systems | Continuous monitoring embedded in everyday operations; risks of metric fixation and reduced discretionary judgement | Governance of sustainability performance visibility; increased scrutiny of claims, heightened risks of greenwashing and trust erosion if metrics substitute substantive impact |
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