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Article
Publication date: 2 January 2018

Abdul Ali and Ken Matsuno

Following the resource-based view, this paper aims to investigate the business performance impact of R&D–marketing integration and marketing and technical capabilities at the…

504

Abstract

Purpose

Following the resource-based view, this paper aims to investigate the business performance impact of R&D–marketing integration and marketing and technical capabilities at the organization level in a non-Western context. Specifically, this work explores the mediating role of the two capabilities, while accounting for potential moderating effects and under the contingency of technological turbulence.

Design/methodology/approach

Survey data were collected from the paired marketing and R&D executives of 207 Japanese manufacturing companies. Data were analyzed using structural equation modeling.

Findings

The results show that marketing capability – by itself and also coupled with technical capability – mediates the relationship between R&D–marketing integration and business performance, while technical capability alone does not.

Research limitations/implications

This study’s subjective performance measures and cross-sectional design have inherent limitations. The exploration of antecedents and other contingency variables would provide ample scope for future research.

Practical implications

The findings suggest that managers need to build these two capabilities, especially marketing capability, because R&D–marketing integration by itself will not be sufficient to improve business performance.

Originality/value

This study provides empirical evidence for a new theoretical link through which R&D–marketing integration impacts business performance at the program level. The findings may also partially explain the mixed and conflicting results often found in past studies.

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Article
Publication date: 1 December 1997

John T. Mentzer, Stephen M. Rutner and Ken Matsuno

In the behavioural science areas of psychology and consumer behaviour, the means‐end value hierarchy model has often been applied to understand individuals’ values structures ‐ in…

3404

Abstract

In the behavioural science areas of psychology and consumer behaviour, the means‐end value hierarchy model has often been applied to understand individuals’ values structures ‐ in particular, the value of a company’s product/ service offering to its customers. Applying the means‐end value hierarchy model in a logistics context, logistics customer value can be thought of as a higher‐order evaluative standard for customers’ satisfaction and service quality evaluation processes. As such, it is important for a firm to know what its customers value when seeking to build a competitive advantage. Attempts to advance our understanding of logistics customer value through the application of the means‐end value hierarchy model to logistics. More specifically, investigates the customer value of logistics service in a business‐to‐business setting using the means‐end value hierarchy model. Uses focus group interview data for developing the customer value hierarchy.

Details

International Journal of Physical Distribution & Logistics Management, vol. 27 no. 9/10
Type: Research Article
ISSN: 0960-0035

Keywords

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Book part
Publication date: 1 January 2008

Ayşegül Özsomer

My days in the Michigan State University (MSU) doctoral program were days filled with intellectual stimulation and long hours of work on various research projects. Starting from…

Abstract

My days in the Michigan State University (MSU) doctoral program were days filled with intellectual stimulation and long hours of work on various research projects. Starting from my first day on Campus, I was part of the Center for International Business Education & Research (CIBER), which consisted only of Prof. Tamer Cavusgil and his assistant Kay Fitzgerald. Dr. Cavusgil's days were filled with writing research proposals to secure funding for the center. He was so good at this that the center grew rapidly. In my second year in the program, I was involved in the Marketing Expert Systems project. As part of this project, I worked with a team of doctoral students. The artificial intelligence brain of the project was Mike Mitri, a doctoral student at the Computer Engineering Department. Each doctoral student was assigned an application area in international marketing: I was assigned the Evaluation and Selection of an International Logistics Company.

Details

Michigan State University Contributions to International Business and Innovation
Type: Book
ISBN: 978-1-84855-440-5

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Book part
Publication date: 22 November 2018

Minet Schindehutte, Michael H. Morris and Donald F. Kuratko

The present study examines entrepreneurship in established firms holistically and critically. The authors start by reviewing previous research and highlight a variety of…

Abstract

The present study examines entrepreneurship in established firms holistically and critically. The authors start by reviewing previous research and highlight a variety of definitional, conceptual, methodological, contextual, and temporal factors that have been confounding the research. The authors then present a multidimensional framework that specifies a more nuanced picture of the determinants, motives, activities, and consequences of corporate in established firms. Finally, the authors discuss conceptual, methodological, and practical implications, as well as outline future research avenues.

Details

The Challenges of Corporate Entrepreneurship in the Disruptive Age
Type: Book
ISBN: 978-1-78754-443-7

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Article
Publication date: 27 July 2012

Christina Donnelly, Geoff Simmons, Gillian Armstrong and Andrew Fearne

Retailer loyalty card marketing intelligence presents actual customer purchasing preferences, competitor activities and performance. Typically, extant literature implies that…

6160

Abstract

Purpose

Retailer loyalty card marketing intelligence presents actual customer purchasing preferences, competitor activities and performance. Typically, extant literature implies that larger firms with formal marketing planning approaches will be more able to leverage it, structured as it is within a formalized statistical format. Small business literature on the other hand emphasizes their more informal approach to marketing planning. The purpose of this paper is to consider, for the first time, the potential relationship between retailer loyalty card marketing intelligence and small business market orientation.

Design/methodology/approach

A conceptual model is developed which diagrammatically interprets how retailer loyalty card marketing intelligence can relate to small business market orientation. Propositions provide a basis for further discussion with applied and research implications.

Findings

A pertinent aspect of the conceptualization is the role of small business owner‐manager insight and intuition within an experiential learning context. A complementary relationship is posited in the leveraging of retailer loyalty card marketing intelligence to enhance small business market orientation, which with higher levels of entrepreneurship orientation can lead to positive organizational outcomes, such as facilitating more successful and informed engagement with larger suppliers.

Originality/value

The paper addresses the increasing pressure small businesses face in dealing with retailer loyalty card marketing intelligence. Generally, literature has yet to adequately address marketing planning implications for firms. The informal/formal tension when considering small businesses presents a particularly interesting area of conceptual development, integrating market orientation literature and also recent developments which point to interaction between market and entrepreneurship orientations. This paper therefore provides a basis for a new small business research agenda in an area which is highly topical and important, with a synthesis of the extant literature in developing a conceptualization and propositions. The conceptualization and propositions can facilitate the development of new research and thinking in this potentially fruitful area of future enquiry.

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Article
Publication date: 25 February 2020

Dale A. Cake, Vikas Agrawal, George Gresham, Douglas Johansen and Anthony Di Benedetto

The purpose of this paper is to develop a radical innovation launch model that shows the relationship of the market, entrepreneurial and learning orientations with each other…

1643

Abstract

Purpose

The purpose of this paper is to develop a radical innovation launch model that shows the relationship of the market, entrepreneurial and learning orientations with each other, with radical innovation launch marketing capabilities and the subsequent effect on radical innovation launch success. It will provide practitioners with best practices and add to current marketing theory.

Design/methodology/approach

An online survey was done, resulting in a usable sample of 176 radical innovation launch practitioners from a cross-section of US companies, namely, small to large, business-to-business and business-to-consumer firms offering a variety of products and services. A partial least squares structural equation modeling technique was used to test construct relationships and the effect on each other.

Findings

An organizational learning orientation has a direct effect on the market and entrepreneurial orientations. Learning and marketing orientations are critical links to having radical innovation launch marketing capabilities. While an entrepreneurial orientation has a direct effect on radical innovation launch success, proper, dynamic marketing capabilities are a significant driver. Over 40% of the variance in radical innovation launch success is directly or indirectly affected by the three studied strategic orientations and radical innovation launch marketing capabilities.

Research limitations/implications

This study was conducted only in the USA. A cross-cultural study could be undertaken. Type and size of firm, type of external environment, radical innovation department structure, transformational leadership strength and competitive intensity effect could be studied. New, up-to-date adaptable marketing capabilities should be researched and validated.

Practical implications

For radical innovation launch success, it is critical that a firm develop the market, entrepreneurial and learning orientations and have specific, dynamic marketing capabilities in place. Existing managers should be trained, or new talent hired, to give the firm the capability to develop unique, radical innovation launch strategic, brand identity and new target market plans, to select and manage new downstream partners, and to have quick, customer launch feedback mechanisms in place.

Originality/value

An empirical study of the effect of all three strategic orientations on radical innovation launch marketing capabilities and subsequent radical innovation launch success has not been previously addressed.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 10
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 5 October 2012

Geoffrey T. Stewart, Zach G. Zacharia and Andrew B. Artis

This study seeks to: empirically measure relationship orientation along a continuum from operation to strategic; evaluate the impact of relationship orientation on the actual…

1018

Abstract

Purpose

This study seeks to: empirically measure relationship orientation along a continuum from operation to strategic; evaluate the impact of relationship orientation on the actual activities implemented within the relationship; and determine the impact of these relational activities on relationship effectiveness and business performance.

Design/methodology/approach

A survey research design following the total design method was used to collect the data. Multi‐item measures were developed to measure relationship orientation and relational activities while existing scales were used to measure competitive intensity and relationship outcomes. The study sampled purchasing managers and the unit of analysis in this research was the business relationship between a buying firm and supplier firm.

Findings

This study provides evidence that relationship orientation has a direct and positive influence on the manner in which buying firms execute relationships with supplier organizations. Additionally, the findings suggest firms with a strategic orientation would have a greater likelihood to implement the relationship in terms of utilization of interorganizational guidelines and resource commitment. Similarly, firms that have a more operational orientation would likely not expend as much effort in relationship implementation. Finally, the study demonstrates a positive relationship between the activities used in buyer‐supplier interaction and both relationship effectiveness and business performance.

Originality/value

This paper contributes to the understanding of relationship orientation and in particular on how variation in relationship orientation impacts the nature of relational activities deployed in buyer‐supplier interaction.

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Article
Publication date: 28 January 2013

Frederick Hong-kit Yim, Howard Forman and Hyokjin Kwa

Given the importance of technology implementation and usage in managing and leveraging supply chains and the associated difficulties of diffusing information technology (IT…

1187

Abstract

Purpose

Given the importance of technology implementation and usage in managing and leveraging supply chains and the associated difficulties of diffusing information technology (IT) within and across organizations, little research has been conducted to understand the antecedents of technology adoption, particularly in the supply chain context. The purpose of this paper is to extend the understanding of how organizational factors affect post-adoption behaviors, a process collectively defined as internalization.

Design/methodology/approach

A mail survey of 413 supply chain members of a major US automotive company was conducted to test the model.

Findings

The study finds that relative cost, supply chain orientation, and task-technology fit have a direct effect on extended technology usage or internalization of the technology.

Research limitations/implications

Although the study sample was collected from the supply chain base of the largest automotive manufacturer in the world, its generalizability is limited as it represents a single tier of one supply chain. The sample consists of suppliers from North America, which restricts generalizability to companies in that geographic area.

Practical implications

The research findings suggest that managers can influence post-adoption behaviors through seamlessly fitting the technology to the employee's tasks, communicating the advantages of utilizing the technology to its users, and developing an orientation of supply chain activities.

Originality/value

While previous research focuses more on technology adoption, the present study extends previous research by looking into technology internalization, a process related to the effective and consistent use of a technology over time.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Available. Content available
576

Abstract

Details

Journal of Research in Marketing and Entrepreneurship, vol. 26 no. 2
Type: Research Article
ISSN: 1471-5201

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Article
Publication date: 22 March 2013

Fabian Eggers, Sascha Kraus, Mathew Hughes, Sean Laraway and Susan Snycerski

The aim of this paper is to empirically investigate how the business orientations of customer orientation (CO) (represented by responsiveness to customers) and entrepreneurial…

6396

Abstract

Purpose

The aim of this paper is to empirically investigate how the business orientations of customer orientation (CO) (represented by responsiveness to customers) and entrepreneurial orientation (EO) (represented by proactiveness, innovativeness and risk‐taking) impact the growth of SMEs.

Design/methodology/approach

This study uses a quantitative empirical approach, using structural equation modeling with the software package AMOS to analyze the results of 660 surveyed SMEs from Austria.

Findings

This analysis reveals that EO is positively related to SME growth but CO shows a negative association with growth. Moreover, this analysis suggests that SMEs grow the most if they exhibit high EO and low CO.

Research limitations/implications

This analysis shows that CO, interpreted as a purely responsive and reactive construct, cannot be considered a strategy that leads to sustainable SME growth. If an SME desires growth, EO is needed to fuel these growth aspirations. In spite of these findings however, this study shows that SMEs tend to respond to a scarcity of financial resources with more CO and less EO, which then leads to less or even negative growth.

Practical implications

Sustainable firm growth seems impossible without an EO. However, this does not mean that CO is not of any value for SMEs. Being non‐entrepreneurially oriented does not mean that a firm is automatically customer oriented. So, it is not only about implementing CO or EO since there is still the third option: implementing neither.

Originality/value

This paper contributes to the ongoing scholarly conversation on the value of different orientations to firms and takes the view that the conversation on CO and EO has mis‐specified business performance in seeking to understand their performance consequences. By looking at firm growth, relevant to the longer‐term performance of a firm, EO might drive growth because of its emphasis on innovation to renew the firm's growth trajectory whereas CO might stifle growth owing to its myopic focus. Thus, this study addresses calls in the business and entrepreneurship literatures to more fully understand how SMEs can capture value from their customer and entrepreneurial orientations.

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