Strategic Management, Accounting Practices, And Marketing Integration: Cross-Industry Evidence From Emerging Economies

Shibulal A. L; Susmin James; Shailendra Kumar Singh; Manu T U; Rajesh Deb Barman; Devasish Hazarika; Dr. Kathaian. R

doi:10.29284/mzr5xp12

Authors

Shibulal A. L Professor and Head, Marian Business School, Marian Engineering College, APJ Abdul Kalam Technological University
Susmin James Research Scholar, JJ College of Arts & Science (Autonomous), Affiliated to Bharathidasan University, Tiruchirappalli
Shailendra Kumar Singh Research Scholar, School of Law Sun Rise University, Alwar, Rajasthan
Manu T U Assistant Professor, Department of MBA, Siddaganga Institute of Technology (Affiliated to VTU, Belagavi) Tumakuru 572103 India
Rajesh Deb Barman Assistant Professor Bodoland University Kokrajhar, Assam, India
Devasish Hazarika Doctoral Fellow Mahatma Gandhi Central University
Dr. Kathaian. R Associate Professor Veltech Rangarajan Dr. Sagunthala R&D Institute of Science and Technology, Avadi, Chennai

DOI:

https://doi.org/10.29284/mzr5xp12

Keywords:

Strategic Management Practices; Financial Performance; Accounting Integration; Marketing–Finance Interface; Emerging Economies.

Abstract

This study evaluates the association between strategic management practices and financial performance in medium and large enterprises across multiple industries in emerging economies, integrating accounting-related practices and marketing strategies into the analysis. Utilizing data and an exploratory approach from 368 firms in six emerging economies, both survey-based measures and secondary financial data were employed. Hierarchical multiple regression models tested three hypotheses: the direct effect of strategic management, the regulating role of macroeconomic conditions, and the amplifying effect of marketing integration. Results indicate that strategic management practices significantly improve the financial results determined by ROA, ROE, and net return margin especially when combined with high-quality accounting practices and marketing integration. Positive macroeconomic environments strengthen these effects, while sectoral differences highlight the varying benefits of accounting versus marketing emphasis. Robustness checks using alternative performance metrics, lagged effects, and industry-fixed models confirm the stability of findings. The study advances the accounting–economics–marketing nexus literature, offering theoretical insights into capability alignment and practical guidance for managers in emerging markets to optimize strategic and functional integration under diverse economic conditions.

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