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Book part
Publication date: 1 January 2005

Sundar G. Bharadwaj and Rajan Varadarajan

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Review of Marketing Research
Type: Book
ISBN: 978-0-85724-723-0

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Book part
Publication date: 1 January 2005

Shelby D. Hunt and Robert M. Morgan

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Review of Marketing Research
Type: Book
ISBN: 978-0-85724-723-0

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Article
Publication date: 1 October 2004

Fernando J. Garrigós‐Simón and Daniel Palacios Marqués

Our paper contrasts and validates the relevance of Miles and Snow (1978) and Robinson and Pearce (1988) strategic models, and their causal relationships with performance. The…

1007

Abstract

Our paper contrasts and validates the relevance of Miles and Snow (1978) and Robinson and Pearce (1988) strategic models, and their causal relationships with performance. The empirical study was carried out on a sample of 189 enterprises from the Spanish hospitality sector. The results confirm the relevance of both models, and the importance of the different strategies as a source to explain performance. The analysis uses structural equation models and variance analysis (ANOVA) methodologies.

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Management Research: Journal of the Iberoamerican Academy of Management, vol. 2 no. 3
Type: Research Article
ISSN: 1536-5433

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Article
Publication date: 1 June 1990

P. Rajan Varadarajan and P.N. Thirunarayana

A survey of consumer attitudes towards marketing practices,consumerism and government regulations in India, an industrialisingcountry, revealed a high level of consumer discontent…

1979

Abstract

A survey of consumer attitudes towards marketing practices, consumerism and government regulations in India, an industrialising country, revealed a high level of consumer discontent and support for the consumerism movement. A comparison of the results of the survey of consumers in India with the results of a prior study of consumers in six industrialised countries revealed certain similarities as well as differences, thus providing additional empirical insights into the validity of the consumerism life cycle concept.

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European Journal of Marketing, vol. 24 no. 6
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 July 2007

Pedro M. García Villaverde and María José Ruiz Ortega

In this paper, we analyze the influence of the environmental conditions and firm capabilities on the time of entry. We find significant direct and interaction effects…

439

Abstract

In this paper, we analyze the influence of the environmental conditions and firm capabilities on the time of entry. We find significant direct and interaction effects. Furthermore, we show that firms develop a pioneer behavior not only when they have the suitable capabilities to take advantage of the perceived opportunities in the industry but also when these firms have key capabilities to maintain their first‐mover advantages, given the perception of unfavorable conditions in the industry.

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Management Research: Journal of the Iberoamerican Academy of Management, vol. 5 no. 2
Type: Research Article
ISSN: 1536-5433

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Article
Publication date: 1 March 2005

Jianwen Liao

This study investigates the effects of corporate restructuring – scale and scope, on the financial performance and long‐term competitiveness during the 1980s in a data set of 107…

279

Abstract

This study investigates the effects of corporate restructuring – scale and scope, on the financial performance and long‐term competitiveness during the 1980s in a data set of 107 manufacturing firms. Hypotheses were tested using Ordinary‐leastsquare (OLS) Regression model. Overall, this study found that: (1) corporate restructuring scope is inversely associated with firms’ performance, as expected; (2) the effects of restructuring scope on changes in competitiveness offer partial support for our hypotheses; (3) there was no support for the hypothesized relationships between restructuring scale and performance, and between restructuring scale and changes in competitiveness. Implications for future research in corporate restructuring are discussed.

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Competitiveness Review: An International Business Journal, vol. 15 no. 1
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 16 May 2008

Peter R.J. Trim and Yang‐Im Lee

The purpose of this paper is to make clear the role that marketing plays in the strategic decision‐making process; it highlights the influence that marketers have in the…

3135

Abstract

Purpose

The purpose of this paper is to make clear the role that marketing plays in the strategic decision‐making process; it highlights the influence that marketers have in the development of sustainable partnership arrangements; and outlines the link between organizational learning and strategy implementation.

Design/methodology/approach

A review of relevant literature and critical insights into various management theories are provided. A conceptual sustainable partnership development (SPD) model is outlined and placed in context.

Findings

In order to be successful, a partnership arrangement needs to be well resourced and effectively managed. Senior managers need to pay particular attention to the role that organizational learning plays and how strategic management knowledge is developed. They also need to understand the link between organizational learning and customer relationship management. The transformational leadership model can be embraced as it facilitates cultural change, promotes the collectivist decision‐making approach, and places product innovation within the context of a multi‐dimensional R&D strategy.

Research limitations/implications

Areas of management interest that need further attention include ways in which to assess an organization's level of vulnerability; the development and application of hybrid organizational models; and how marketing decisions influence R&D programmes. Industry specific corporate social responsibility models are of interest and can be researched also.

Practical implications

Hybrid organizational cultures are evident in partnership arrangements and give rise to various types of communication problems. Senior managers need to be fully aware of how a partnership arrangement is to be managed in the long term in order that it can be viewed as sustainable. Attention also needs to be paid to the technical knowledge and skills required at each stage of development of a partnership arrangement.

Originality/value

The work integrates a diverse range of management knowledge and provides insights into what makes a partnership arrangement sustainable. The SPD model highlights the link between marketing and strategic management, and the body of marketing knowledge is interpreted from a management perspective.

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European Business Review, vol. 20 no. 3
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 1 May 1993

Richard Speed and Gareth Smith

A true marketing orientation is associated with superiorperformance in the UK retail financial services industry. This findingruns counter to some recent criticism of marketing…

344

Abstract

A true marketing orientation is associated with superior performance in the UK retail financial services industry. This finding runs counter to some recent criticism of marketing influence on the banking sector. Empirical research in the UK retail financial service industry found that successful companies appear to balance a profit orientation with an orientation towards the most difficult market to satisfy, the wealthy. Successful companies focused on a distinct group of customers, and did not rely on traditional methods such as existing family links to attract business. They also maintained tighter control over profitability and costs. Utilizes expert assessment as the basis of performance measurement, and compares this technique with an alternative, peer assessment. Uses the Delphi technique to develop a performance measure, and both performance ratings and findings suggest that the performance of expert assessment and peer assessment as performance measurement methods is similar.

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International Journal of Bank Marketing, vol. 11 no. 5
Type: Research Article
ISSN: 0265-2323

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Book part
Publication date: 11 June 2009

Anca E. Cretu and Roderick J. Brodie

Companies in all industries are searching for new sources of competitive advantage since the competition in their marketplace is becoming increasingly intensive. The…

Abstract

Companies in all industries are searching for new sources of competitive advantage since the competition in their marketplace is becoming increasingly intensive. The resource-based view of the firm explains the sources of sustainable competitive advantages. From a resource-based view perspective, relational based assets (i.e., the assets resulting from firm contacts in the marketplace) enable competitive advantage. The relational based assets examined in this work are brand image and corporate reputation, as components of brand equity, and customer value. This paper explores how they create value. Despite the relatively large amount of literature describing the benefits of firms in having strong brand equity and delivering customer value, no research validated the linkage of brand equity components, brand image, and corporate reputation, simultaneously in the customer value–customer loyalty chain. This work presents a model of testing these relationships in consumer goods, in a business-to-business context. The results demonstrate the differential roles of brand image and corporate reputation on perceived quality, customer value, and customer loyalty. Brand image influences the perception of quality of the products and the additional services, whereas corporate reputation actions beyond brand image, estimating the customer value and customer loyalty. The effects of corporate reputation are also validated on different samples. The results demonstrate the importance of managing brand equity facets, brand image, and corporate reputation since their differential impacts on perceived quality, customer value, and customer loyalty. The results also demonstrate that companies should not limit to invest only in brand image. Maintaining and enhancing corporate reputation can have a stronger impact on customer value and customer loyalty, and can create differential competitive advantage.

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Business-To-Business Brand Management: Theory, Research and Executivecase Study Exercises
Type: Book
ISBN: 978-1-84855-671-3

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Article
Publication date: 1 April 2005

César Camisón

This paper specifies how to construct and validate an instrument based on multi‐item scales for the cataloguing and measurement of managerial and organizational capabilities on…

1079

Abstract

This paper specifies how to construct and validate an instrument based on multi‐item scales for the cataloguing and measurement of managerial and organizational capabilities on the basis of management perceptions. The construction and reduction of the scales have been reinforced by the Delphi and retesting techniques. The use of this methodology was illustrated in a sample of Spanish industrial firms. The paper enhances the value of the instruments for a resource‐based view with regard to the faithful and rigorous measurement of its key concept, distinctive competences. The scales created provide consistent empirical evidence to remove doubts surrounding managerial self‐evaluation, including those arising from problems of self‐esteem and reinforcement effects. In addition, the paper provides empirical evidence to support the predictive ability of distinctive competences on current and long‐term performance variability.

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Management Research: Journal of the Iberoamerican Academy of Management, vol. 3 no. 1
Type: Research Article
ISSN: 1536-5433

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