David Midgley - Faculty Profile | INSEAD

David Midgley

Marketing

David Midgley

Emeritus Professor of Marketing

Contact

Email: [email protected]
Phone: +33 1 60 72 43 81
Campus: Fontainebleau

Research Areas

Archetypal Analysis, National Personality and Value Mixtures and Economic Performance, Strategy for Disruptive Innovation

Teaching Areas

Innovation and strategy

Biography

David Midgley joined INSEAD in 1999 as Professor of Marketing and is now Emeritus. Previously he was Foundation Chair at the Australian Graduate School of Management and he has also held visiting positions at the University of California, the University of Pennsylvania and Stanford University.

Professor Midgley is a graduate in science, management and marketing from the Universities of Salford and Bradford. He has over 120 publications, including papers in leading journals such as the Journal of Consumer Research, Journal of Information Technology, Journal of International Business, Journal of Marketing Research, Journal of Marketing, Marketing Science, Management Science, Organization Science and Research Policy. He has also written several books, including the The Innovation Manual and most recently Strategic Marketing for the C-Suite. His principal areas of research are innovation, strategy and international business.

Publications

Venaik S., Brewer P., Midgley D. (Forthcoming). Management Research, International Business, and National Culture: Evaluating Hofstede and GLOBE.

Midgley D., Venaik S., Christopoulos D. (2023). A New Theory of Cultural Archetypes: Capturing Global Unity and Local Diversity.

Venaik S., Midgley D., Christopoulos D. (2021). Do Within-Subject Standardized Indices of Societal Culture Distort Reality? An Illustration With the National Tightness Culture. Journal of World Business, 56(5)

Richter N. F., Schlaegel C., Midgley D., Tressin T. (2019). Organizational Structure Characteristics' Influences on International Purchasing Performance in Different Purchasing Locations. Journal of Purchasing and Supply Management, 25(4)

Venaik S., Midgley D. (2019). Archetypes of Marketing Mix Standardization-Adaptation in MNC Subsidiaries: Fit and Equifinality as Complementary Explanations of Performance. European Journal of Marketing, 53(2)

Midgley D., Venaik S., Christopoulos D. (2019). Culture as a Configuration of Values: An Archetypal Perspective. Research in Experimental Economics, 20

Venaik S., Midgley D. (2015). Mindscapes across Landscapes: Archetypes of Transnational and Subnational Culture. Journal of International Business Studies, 46

Midgley D. (2015). Strategic Marketing for the C-Suite: A Review of the Research Literature and its Relevance to Senior Executives. Foundations and Trends in Marketing, 8(3-4)

Midgley D., Coltman T., Devinney T. (2011). Customer Relationship Management and Firm Performance. Journal of Information Technology, 26(3)

Midgley D. (2009). The Innovation Manual: Integrated Strategies and Practical Tools for Bringing Value Innovation to the Market.

Midgley D., Coltman T., Devinney T., Venaik S. (2008). Formative versus Reflective Measurement Models: Two Applications of Formative Measurement. Journal of Business Research, 61(12)

Midgley D., Devinney T., Coltman T. (2008). The Value of Managerial Beliefs in Turbulent Environments: Managerial Orientation and e-Business Advantage. Journal of Strategy and Management, 1(2)

Diesbach P., Midgley D. (2008). Embodied Agents on Commercial Websites: Modeling Their Effects through an Affective Persuasion Route.

Midgley D., Diesbach P. (2008). Embodied Agents on a Communication and Branding Website: Modeling Effects Through An Affective Persuasion Route.

Midgley D., Marks R., Kunchamwar D. (2007). Building and Assurance of Agent-based Models: An Example and Challenge to the Field. Journal of Business Research, 60(8)

Coltman T., Devinney T., Midgley D. (2007). E-Business Strategy and Firm Performance: A Latent Class Assessment of the Drivers and Impediments to Success. Journal of Information Technology, 22(2)

Dawes P. L., Lee D. Y., Midgley D. (2007). Organizational Learning in High-technology Purchase Situations: The Antecedents and Consequences of the Participation of External IT Consultants. Industrial Marketing Management, 36(3)

Soo C. W., Devinney T., Midgley D. (2007). External Knowledge Acquisition, Creativity and Learning in Organisational Problem Solving. International Journal of Technology Management, 38(1/2)

Cooper R., Marks R., Midgley D. (2006). Co-evolving Better Strategies in Oligopolistic Price Wars.

Brazell J. D., Devinney T., Midgley D. (2005). Relating Customer Value to Strategic Competence: a Discrete Choice Measurement Approach. Research in Competence-Based Management, 1

Coltman T., Devinney T., Midgley D. (2005). Strategy Content and Process in the Context of E-Business Performance. Advances in Strategic Management, 22

Dawes P. L., Lee D. Y., Midgley D. (2005). Organisational Learning in High-Technology Purchase Situations: The Antecedents and Consequences of the Participation of External IT Consultants. Industrial Marketing Management

Venaik S., Devinney T., Midgley D. (2005). Dual Paths to Performance: The Impact of Global Pressures on MNC Subsidiary Conduct and Performance. Journal of International Business Studies, 36(6)

Devinney T., Midgley D., Soo C. W. (2005). Knowledge Creation in Organizations: A Multiple Study Overview.

Morrison P., Roberts J. H., Midgley D. (2004). The Nature of Lead Users and Measurement of Leading Edge Status. Research Policy, 33(2)

Venaik S., Devinney T., Midgley D. (2004). A New Perspective on the Integration-Responsiveness Pressures Confronting Multinational Firms. Management International Review, 44(1)

Venaik S., Midgley D., Devinney T. (2004). Dual Paths to Multinational Subsidiary Performance: Networking to Learning and Autonomy to Innovation.

Cases with Extra

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