<abstract xmlns="http://www.w3.org/1999/xhtml"><p>This article examined a variant of the Capability Maturity Model integrated (CMMi) through the lens of advertising process improvement. The population and sample were taken from a national array of U.S. marketing organizations. Using ANOVA, a 0.05 significance level, and a stratification of service marketing organizations versus product marketing organizations, the study showed a statistically significant difference (<italic>F</italic>(1, 304) = 4.03; <italic>p</italic> = 0.04; <italic>ω</italic><sup>2</sup> = 0.00) regarding the hypothesis representing the notion that processes were potentially sporadic, chaotic, and ad hoc. This notion corresponded to the first maturity level of the examined process maturity framework. With respect to the Likert-scale data representing the first maturity level, the successive means analysis showed that both service marketing firms (<italic>M</italic> = 2.99) and product marketing firms (<italic>M</italic> = 2.74) reported neutrality regarding whether processes were deemed sporadic, chaotic, and ad hoc. Thus, the respondents perceived no evidence of the first maturity level among the queried work settings. Future studies may examine different stratifications of marketing firms (e.g., for-profit versus non-profit; domestic versus international; and so on) to better explore the proposed advertising maturity model.</p></abstract>

This article examined a variant of the Capability Maturity Model integrated (CMMi) through the lens of advertising process improvement. The population and sample were taken from a national array of U.S. marketing organizations. Using ANOVA, a 0.05 significance level, and a stratification of service marketing organizations versus product marketing organizations, the study showed a statistically significant difference (F(1, 304) = 4.03; p = 0.04; ω2 = 0.00) regarding the hypothesis representing the notion that processes were potentially sporadic, chaotic, and ad hoc. This notion corresponded to the first maturity level of the examined process maturity framework. With respect to the Likert-scale data representing the first maturity level, the successive means analysis showed that both service marketing firms (M = 2.99) and product marketing firms (M = 2.74) reported neutrality regarding whether processes were deemed sporadic, chaotic, and ad hoc. Thus, the respondents perceived no evidence of the first maturity level among the queried work settings. Future studies may examine different stratifications of marketing firms (e.g., for-profit versus non-profit; domestic versus international; and so on) to better explore the proposed advertising maturity model.

Investigating Process Maturity Modeling as an Advertising Process Improvement Paradigm

Marketing of Scientific and Research Organizations

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

This article examined a variant of the Capability Maturity Model integrated (CMMi) through the lens of advertising process improvement. The population and...

Investigating Process Maturity Modeling as an Advertising Process Improvement Paradigm

Publié en ligne: 07 oct. 2019

Pages: 1 - 26

DOI: https://doi.org/10.2478/minib-2019-0028

Mots clés
capability maturity model, CMM, maturity model, process improvement, process maturity, quality management

© 2019 Daniel Adrian Doss et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Investigating Process Maturity Modeling as an Advertising Process Improvement Paradigm

Publié en ligne: 07 oct. 2019

Pages: 1 - 26

DOI: https://doi.org/10.2478/minib-2019-0028

Mots cléscapability maturity model, CMM, maturity model, process improvement, process maturity, quality management

© 2019 Daniel Adrian Doss et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Mots clés
capability maturity model, CMM, maturity model, process improvement, process maturity, quality management