Abstract
When and why do party strategists select one marketing strategy over another relevant one? In this research, we answer this question by outlining a new institutional strategy framework on the basis of social psychological assumptions. This framework links the cognition of party operatives to their task of selecting a marketing strategy. On this ground, we empirically test a number of hypotheses derived from this framework. The results suggest that party strategists are influenced by their cognitive framing of the environment, but this influence is mediated by context-specific variables embedded in the political realm such as historical tensions, coalition partners, or the ideology, goal, and organizational structure of the party. Copyright © 2014 John Wiley & Sons, Ltd.
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