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Marketing agility in high power distance cultures

Author

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  • Friend, Scott B.
  • Biemans, Wim
  • Malshe, Avinash
  • Ranjan, Kumar Rakesh
  • Al-Khatib, Jamal

Abstract

Marketing agility drives organizational growth and competitive advantage by enabling firms to sense and respond to market changes. Yet, how firms navigate agility within different cultural conditions, particularly in high power distance environments, remains underexplored. This study examines marketing agility within Saudi Arabia. Through 36 in-depth interviews with marketing and sales personnel, this research explores the culturally ingrained challenges impacting marketing agility and the strategies firms employ to mitigate those barriers. Study findings reveal that high power distance cultures impede customer-facing personnel from enacting each of marketing agility’s four core pillars. The authors further identify targeted strategies that firms can implement to address these contextual challenges. By situating marketing agility within a unique socio-cultural landscape, this study advances theoretical understanding of its boundary conditions and contributes to empirical generalization in emerging markets. Finally, strategic implications are offered for marketing managers seeking to embed agile practices in high power distance cultures.

Suggested Citation

  • Friend, Scott B. & Biemans, Wim & Malshe, Avinash & Ranjan, Kumar Rakesh & Al-Khatib, Jamal, 2026. "Marketing agility in high power distance cultures," Journal of Business Research, Elsevier, vol. 206(C).
    • Handle: RePEc:eee:jbrese:v:206:y:2026:i:c:s0148296325007854
    DOI: 10.1016/j.jbusres.2025.115962
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