Bryan Lowes and George Luffman
The past decade has witnessed a heated debate in the Western industrial nations about whether or not large companies should accept broader social obligations commensurate with…
Abstract
The past decade has witnessed a heated debate in the Western industrial nations about whether or not large companies should accept broader social obligations commensurate with their great power. This debate has been useful in highlighting the social pressures to which large companies are being subjected. It has also served to stimulate interest in the possibility of a wider, stakeholder ethos for guiding management decision‐making. The restricted profit‐making role historically assigned to business has been challenged in favour of a more radical alternative, which acknowledges that companies have responsibilities to all their stakeholders—employees, customers and the community—as well as shareholders. And as the debate has progressed, a whole new range of potential management functions have developed, concerned with monitoring social pressures, measuring company social performance by means of social audits and guiding management decision‐making through codes of conduct.
Investigates those aspects of the communication process which relate to the conditions determining the receptiveness of the individual buyer to marketing communicative and the…
Abstract
Investigates those aspects of the communication process which relate to the conditions determining the receptiveness of the individual buyer to marketing communicative and the manner in which he/she searches the market. Examine the factors which stimulate search behaviour and identifies the extent of market search by buyers. Studies the relationship between the reasons for and the extent of search as well as other characteristics such as those of the buyers and their companies.
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Brooke Dobni, Dawn Dobni and George Luffman
The development and reinforcement of context‐specific behaviors support the implementation of marketing strategy. Discusses the limitations of traditional strategy implementation…
Abstract
The development and reinforcement of context‐specific behaviors support the implementation of marketing strategy. Discusses the limitations of traditional strategy implementation pursuits and then proceeds to report the results of two independent but related studies that consider two methods of behavior management – market orientation profiling, and behavioral repertoires – and their effect on marketing strategy and organizational performance. Results indicate that these methods provide a context for the implementation of specific marketing strategies by serving as a moderator of employee behavior and can be used strategically by organizations to guide service applications. Concludes by providing prescriptive steps that managers can consider in efforts to adopt these approaches to marketing strategy implementation.
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C. Brooke Dobni and George Luffman
Organizational performance is greatly influenced by employee behaviours and the resulting market orientation that they possess. Market orientation is a behavioural culture that…
Abstract
Organizational performance is greatly influenced by employee behaviours and the resulting market orientation that they possess. Market orientation is a behavioural culture that affects strategy formulation and strategy implementation, and how an organization interacts with its environment and adjusts to changes within that context. The relationship between market orientation and performance is robust across several environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and products/services introduction rates. This study identifies co‐aligned market orientation and strategy profiles corresponding to unique competitive contexts that represent best practices for an organization seeking to maximize performance in a high technology environment. This relationship becomes dynamic when one considers the assertion that organization culture is synonymous with strategy and the evidence that the external environment affects organizational culture. As a result, the ability to profile ideal orientations will have significant strategic and performance implications for organizations that will contribute to the development of a sustainable competitive advantage.
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Covers a special issue of this journal (E+T) which looks at various ways of keeping the workforce data specific and able to adapt. States that some of the articles explore the…
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Covers a special issue of this journal (E+T) which looks at various ways of keeping the workforce data specific and able to adapt. States that some of the articles explore the relationship between employers and the education world of business. Draws on experiences from the USA, the UK and Europe; and among the businesses discussed are: Microsoft; IBM; Maytag corp.; Vauxhall; St John Ambulance; McDonald‘s; Bradford Management Centre; Bayer; Newcastle upon Tyne City Council and the University of Northumbria; University of Leuven (Belgium); and Stanford University Office of Technology licensing. Proposes that the overriding theme herein is that the lethargy within UK companies must be overcome if the UK is to remain an economy with competitiveness as its catchword. Concludes that the recruitment of the right people, allied to training, will lead to retainment of the staff and increases in creativity and productivity.
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Spiros P. Gounaris, George J. Avlonitis and Paulina Papastathopoulou
While significant empirical work exists around the conceptualization of the notion of market orientation, as well as its relation to company performance, little empirical work has…
Abstract
While significant empirical work exists around the conceptualization of the notion of market orientation, as well as its relation to company performance, little empirical work has attempted to sketch how a firm's behavior alters when the principles of market orientation are adopted. In this study, the authors investigate empirically the notion of market orientation continuum, according to which companies can be classified depending on the degree of adoption. Next, the behavioral implication of the company's position on the continuum is investigated. Moreover, the role of the company's market environment in explaining the degree of market orientation adoption and its classification along this continuum is also assessed. Finally, the behavioral consequences of this classification are considered.
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In these days of jargon and slang, to the purist it must seem that little is described by its real name, that is, during conversation. Most people refer to the city as “the smoke”…
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In these days of jargon and slang, to the purist it must seem that little is described by its real name, that is, during conversation. Most people refer to the city as “the smoke” and the city‐dweller's pseudonym for the country is “out in the sticks”, which, of course, could mean that “the sticks” are kindling to a fire that has not been lit, with the city “smoke” as the end‐product of the fire that is burning up those who rush hither and thither in its bedlamite streets and ugly office blocks. The cottage, the church and inn no longer completely fill the lives of the villagers; they now have piped water supplies, electricity and telephones; deep freezers, colour television and cars; they have moved closer to the city standards of comfort and convenience without losing any of the enduring qualities which make them different. And the countryman is very different to the town‐dweller—in outlook, habit and countenance. Even the villager who works in the town and city, and nowadays there are many of them, would not change his home in the country for a flat or terrace house in a mean street, despite the long journeying to and fro. At one time, it had to be a special type of girl who chose a home in these rural settings, with few or perhaps no neighbours and no corner‐shop, but now more and more are realizing that life in a village is easier on the whole family.
This paper exposes the development of markets-as-networks theory from formal inception in the mid-1970s until 2010 state-of-the-art, en route presenting its historical roots. This…
Abstract
This paper exposes the development of markets-as-networks theory from formal inception in the mid-1970s until 2010 state-of-the-art, en route presenting its historical roots. This largely European-based theory challenges the conventional, dichotomous view of the business world as including firms and markets, arguing for the existence of relational governance structures (the so-called “interfirm cooperation”) in addition to hierarchical and transactional ones.
Mohammad Tayeenul Hoque, Mohammad Faisal Ahammad, Nikolaos Tzokas and Gillie Gabay
The purpose of this paper is to develop a conceptual framework on the dimensions of dynamic marketing capability (DMC) and its relationship with export performance. The paper also…
Abstract
Purpose
The purpose of this paper is to develop a conceptual framework on the dimensions of dynamic marketing capability (DMC) and its relationship with export performance. The paper also proposes the mediating role of competitive hybrid strategy and the moderating role of environmental responsiveness in explaining the relationship between DMC and export performance.
Design/methodology/approach
By following the dynamic capability notion of the marketing and competitive strategy literature, this paper proposes a novel conceptualization of the DMC development process and the possible effect of DMC on attaining competitive advantage.
Findings
The paper postulates that a firm’s DMC can reflect complementary power when its higher-level marketing capabilities are bundled together to detect distributing channel members’ crucial needs, competitors’ action plans and satisfying market demand. As yet little is known about the main underlying dimensions of higher-level DMC construct, the paper contributes in proposing the key dimensions of DMC.
Originality/value
This research advances the knowledge-based view and resource-based views and evolves a solid foundation of DMC constructs comprising four higher-order marketing capabilities, namely, ambidextrous market orientation, customer relationship management capability, brand management capability and new product development capability. Thus, this paper contributes in DMC literature in explaining export performance.
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Current models of strategy formulation do not always prove robust in application; here is one whose roles are short or long‐term criteria for financial control and the making of…
Abstract
Current models of strategy formulation do not always prove robust in application; here is one whose roles are short or long‐term criteria for financial control and the making of decisions at either corporate centre or business unit.