Gregor Pfajfar, Maciej Mitręga and Aviv Shoham
This study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of…
Abstract
Purpose
This study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of this study is to increase the chances for more conceptual and terminological rigor in future research in this particular research area.
Design/methodology/approach
This is a systematic literature review following the established review process of reviews in leading (international) marketing journals. A multilevel analytical approach was adopted, combining inductive coding with deductive coding and following the logic of antecedents-phenomena-consequences.
Findings
Synthesis of 20 rigorously selected previous empirical studies on IMCs applying DCV reveals that academic interest in these capabilities is well justified and growing and there are some well researched antecedents to focal capabilities (e.g. inter-organizational capabilities, outside-in market orientation) as well as their prevalent consequences (e.g. export and innovation performance). There is little knowledge of moderators to these links, especially with regard to consequences. This review illustrates that the current research lacks consistency in how key constructs are defined and measured, provides the guide to future conceptualization and measurement of so-called International Dynamic Marketing Capabilities (IDMCs) and proposes some concrete research directions.
Originality/value
The authors extend prior research in the investigated topic by critically evaluating prior works, providing improved conceptualization of IDMCs as well as concrete research agenda for IDMCs structured along recommendations for Theory, Context and Methods (TCM framework).
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Maciej Mitrega, Sebastian Forkmann, Ghasem Zaefarian and Stephan C. Henneberg
The purpose of this paper is to propose and empirically investigate the concept of networking capability (NC) for the management of supplier relationships and their dynamics in…
Abstract
Purpose
The purpose of this paper is to propose and empirically investigate the concept of networking capability (NC) for the management of supplier relationships and their dynamics in order to leverage product innovations. NC in the context of supplier relationships is conceptualized based on dynamic capabilities aimed at relationship initiation, relationship development, and relationship ending. Furthermore, the study tests the interaction of NC with relationship proclivity as an organizational feature, and analyzes latent classes of NC affecting product innovation.
Design/methodology/approach
This study brings together prior research on company routines related to inter-firm networking, the dynamic capability approach to strategy, and literature on inter-firm innovation. The study utilizes multiple informant survey data gathered from 156 firms operating in the automotive parts industry in Iran. Data are analyzed with partial least square structural equation modeling, as well as latent class analysis using finite mixture modeling (FIMIX-PLS).
Findings
This research provides evidence for the positive influence of NC with respect to supplier relationships on firm product innovation, as well as overall firm performance. Relationship proclivity is shown to amplify this effect. At the same time, the research illustrates that NC may be applied in different combinations in the context of supplier relationship portfolio management. Two mechanisms are tentatively identified: firms using “static optimization” focus mainly on supplier relationship development capabilities, while those using “dynamic optimization” utilize supplier relationship initiation and ending capabilities.
Research limitations/implications
This research focuses on one setting (i.e. the automotive parts industry in Iran). Further studies need to broaden these findings to other industries and countries, specifically those which show a different cultural make-up from Iran. Furthermore, this research indicates the existence of two distinct mechanisms as to how different aspects of NC impact product innovation. While it is reasonable to identify these mechanisms as networking “strategies,” this study does not clarify whether this represents intended strategies by firms or relates to emerging capability patterns.
Practical implications
The study contributes to managerial knowledge by illustrating the need for a dynamic approach with regard to networking-related routines in supplier relationships in the context of product innovation. This study suggests that managers should devote equal attention to strengthening existing supplier relationships as well as to initiating new supplier relationships (e.g. screening for promising partners and signaling firm’s relationship value to attract new counterparts) and managing non-performing supplier relationships (e.g. by developing routines to exit from those supplier relationships).
Originality/value
The paper contributes to a better understanding of dynamic approaches to networking with suppliers and their impact on product innovation from the perspective of the focal firm. It furthermore provides a fine-grained understanding of different latent classes of firms in terms of how they utilize networking capabilities.
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Gregor Pfajfar, Maciej Mitręga and Aviv Shoham
In this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing…
Abstract
Purpose
In this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.
Design/methodology/approach
This is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.
Findings
Existing typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.
Originality/value
This paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.
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This paper aims to introduce dynamic marketing capability (DMC) as a construct relevant for business research and business practice, and to test its validity in relation to…
Abstract
Purpose
This paper aims to introduce dynamic marketing capability (DMC) as a construct relevant for business research and business practice, and to test its validity in relation to company product innovations and company agility.
Design/methodology/approach
This study tests a hypothesized model using partial least squares structural equation modeling on data from a survey conducted with 155 companies based in Poland.
Findings
This study provides evidence that DMC facilitates company innovations in terms of their speed and market success. Thus, DMC complements other organizational capabilities that were previously found effective for new product development (NPD) with regard to intra- and inter-organizational processes. However, the influence of DMC on company innovation success is stronger in the case of companies that operate without the pressure to customize. Thus, this approach is more relevant for companies that provide standardized offerings and which target various customer segments, rather than companies that operate in customer niches or when their NPD processes are strongly orchestrated by their customers, e.g. in B2B sales within hierarchical supply chains.
Research limitations/implications
This study is limited by the cross-sectional empirical setting in that one country is used to test the research hypotheses. Further studies may focus on the combined effects of DMC and other important organizational capabilities, for example, flexible manufacturing, and may provide a detailed picture of DMC development by applying a longitudinal approach and case studies.
Practical implications
Generally, managers can use this research to rethink their corporate strategies. The study proposes a specific strategic approach to corporate innovativeness: companies may acquire meaningful market benefits through systematic reconfiguration of their marketing assets, combined with the introduction of new products. However, managers should analyze their business model and industrial setting to verify to what extent their companies operate in a context relevant for reconfiguring marketing resources. If the pressure for strong customization is high in the existing customer base, investing in DMC may not be relevant, as new offerings are rather customer tailored, i.e. designed by “big fish” buyers. On the other hand, many companies may leverage their innovations with DMC in both B2B and B2C settings, as long as they can provide standard solutions as their market offerings.
Originality/value
The study contributes to marketing theory in three ways. Firstly, the study conceptualizes DMC as a distinct dynamic capability aligned with dynamic capabilities view (from which DMC logically originates), and proposes how DMC is linked nomologically with company innovativeness and agility. Secondly, a measurement instrument for DMC and an empirical test for the model are both provided. Thirdly, the paper presents evidence that the link between DMC and product innovations becomes restricted in the presence of certain contingencies, specifically with regard to the so-called customization norm.
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Maciej Mitrega, Vojtech Spacil and Gregor Pfajfar
The purpose of this paper is to test what kind of value co-creation-related organizational capabilities may be applied in the specific context of the post-communist…
Abstract
Purpose
The purpose of this paper is to test what kind of value co-creation-related organizational capabilities may be applied in the specific context of the post-communist business-to-customer service industry in Poland and how these capabilities translate into service innovation success.
Design/methodology/approach
The research model with control variables was hypothesized in regard to the customer co-creation and specific institutional setting in post-communist Poland. The model was tested using survey data from Polish companies in the service sector. The variable indicators for customer co-creation capability were developed through a series of in-depth interviews with managers.
Findings
First, a service company’s organizational processes that leverage customer communication and enable this communication to be transformed as input into service innovations are distinct components that build complex customer co-creation dynamic capability. Second, customer co-creation capability by service firms positively and strongly influences firms’ innovation success, whereas this link is stronger in the cases of larger service companies.
Originality/value
This paper introduces the concept of “customer co-creation capability” and evaluates its implications in the specific context of Poland, a Central European market that transformed from a closed communist economy to an open, market-driven economy. A rich but dramatically changing history and culture present a unique opportunity to observe the changes in customer behavior, evaluated from the organizational point of view. For example, it presents how these unique customer features may be used by services companies to leverage their innovations.
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Gabriele Baima, Gabriele Santoro, Anna Claudia Pellicelli and Maciej Mitręga
The increasing adoption of digital technologies such as social media have changed the way consumers share knowledge about products and services among each other. The aim of this…
Abstract
Purpose
The increasing adoption of digital technologies such as social media have changed the way consumers share knowledge about products and services among each other. The aim of this paper is to test what factors drive customers to share knowledge about products and services on social media pages.
Design/methodology/approach
A quantitative survey design was employed for this study. Empirical data were drawn from 358 consumers in Italy, using a purposive sampling technique. The hypothesised relationships were tested using ordinary least squares regression modelling.
Findings
The results of this study reveal that the usage frequency of online reviews (UFORs), social bonds (SBs), subjective happiness (SH) and reciprocity positively impact on customer knowledge sharing (CKS). By contrast, the perceived usefulness of online reviews (PUORs), helping others, customer susceptibility to interpersonal influence (CSII) and informational (INFO) do not impact CKS.
Originality/value
To the best of the authors' knowledge, this study is amongst the first to empirically test the antecedents of knowledge-sharing behaviours about products and services on online social media. The present work offers relevant implications for theory. First, the work enriches the customer knowledge management (CKM) theory by providing empirical evidence on factors leading to the higher sharing of knowledge amongst customers. Second, the work adds to the literature on social media, demonstrating the individual determinants on knowledge-sharing behaviours about products and services in online communities. Practically speaking, this paper identifies some key elements driving CKS in social media conversations. Thus, building upon the findings of this study, the authors provide some guidelines for social media managers and retailers for promoting CKS on social media pages.
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Marketing is the area of coexistence of various research traditions with regard to relational phenomena. This study aims to contribute to limiting the gap between these traditions…
Abstract
Purpose
Marketing is the area of coexistence of various research traditions with regard to relational phenomena. This study aims to contribute to limiting the gap between these traditions by testing the influence of network partner knowledge and internal relationship quality on company performance and customer relationship quality.
Design/methodology/approach
This is a research paper where hypotheses are derived from prior studies referring to relationship marketing, B2B networks and internal marketing. The hypotheses are tested by using a sample of 264 companies operating in B2B markets and by structural equation modeling.
Findings
Customer relationship quality is empirically supported here as a factor mediating influence of network partner knowledge and internal relationship quality on company performance. The proposition of this paper is that company ability to deal effectively with a network in which it is embedded (including internal network) is the antecedent of dealing with customer relationships effectively. The moderator effects of the dominant profile of business are also discussed.
Research limitations/implications
The limitations of the research are presented with regard to the sampling method, research technique/scope and cultural context. The research results may be treated as a direction for further studies exploring connections between constructs from various approaches to relational phenomena in marketing.
Practical implications
This study brings strategic insights into knowledge of business relationships, by investigating empirically whether the focal company may benefit from their external and internal relationships.
Originality/value
To the best of the author's knowledge, there has been no study examining the proposed set of inter‐related research constructs so far.
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Paweł Chudziński, Szymon Cyfert, Wojciech Dyduch and Maciej Zastempowski
The purpose of this paper is to analyze the leadership decisions taken during the crisis and their influence on the goals recognized by managers as crucial for surviving.
Abstract
Purpose
The purpose of this paper is to analyze the leadership decisions taken during the crisis and their influence on the goals recognized by managers as crucial for surviving.
Design/methodology/approach
During the survey, conducted in April 2020 (one month after the first economic lockdown in Poland), as part of a research project called Sur(VIR)val – Survival during the virus, data was collected from 178 leaders from randomly selected companies from Poland using the CAWI method. Ordered logistic regression modeling was used to examine the impact of the decisions taken by company leaders on the goals seen by leaders as most important for company survival.
Findings
The results obtained in the study show that during the first Covid-19 lockdown in 2020, leaders made decisions that can be seen as oriented toward survival and continuity. Changing to remote working, extending payment deadlines for customers, as well as selective employment reduction turned out to have the greatest influence on strategic support for maintaining current production levels and retaining competent employees in order to survive the crisis.
Research limitations/implications
This study has certain limitations. First, the list of leadership decisions and company goals used as dependent variables is not exhaustive. Second, the selection of business goals oriented toward survival may not derive directly from the lockdown situation. Third, our study did not measure the actual accomplishment of the company goals, but the managerial perceptions as to which ones are crucial for company survival during crises, and which of them should be given strategic support respectively. Fourth, the research sample was randomly constructed and covered only business organizations in Poland. Fifth, the hypotheses were formulated in a way that treated leadership decisions as one construct. Finally, we used survey, with a scale measuring managerial perceptions.
Practical implications
Leaders should ensure that proper IT tools are developed within the organization, and that the skill level of employees is high enough for fast shifting employees on to remote working. At the same time, it is important to maintain IT infrastructure at a high level. In terms of general recommendations for leaders, they should make quick decisions, maintain the most valuable resources of the company (human resources and cash flow) and take actions aimed at taking advantage of opportunities (R&D) during and after the crisis.
Social implications
Additionally, due to the key importance of human resources for the survival of the organization, leaders should respond quickly by making flexible decisions about sending employees on leave and downtime. As human resources are the most valuable assets of the company from the point of view of its survival, decisions concerning employment reduction should be taken carefully. Leaders who acted in panic after the first lockdown and made employees redundant, later on had problems recruiting skilled employees back and strived to return to full organizational capacity.
Originality/value
Although scholars have investigated leadership decisions and actions taken during economic crises, little is known about how leaders behave when taken by surprise, and what decisions they make when the duration of a crisis is difficult to predict. The results of this study show which leadership decisions during the first Covid-19 lockdown in 2020 influenced prioritizing critical company goals oriented toward survival.