Val Clulow, Carol Barry and Julie Gerstman
The resource‐based view (RBV) explores the role of key resources, identified as intangible assets and capabilities, in creating competitive advantage and superior performance. To…
Abstract
Purpose
The resource‐based view (RBV) explores the role of key resources, identified as intangible assets and capabilities, in creating competitive advantage and superior performance. To a great extent the conceptual analysis and empirical research within the RBV has focused on the firm's perspective of key resources and the value to the firm of these key resources. The other perspective on key resources is to explore the value they provide to the customer. The question of interest here is whether key resources that hold value for the firm also hold value for the customer.
Design/methodology/approach
A depth interview was trialled as an appropriate methodology by which to begin to explore the customer perspective of key resources.
Findings
This trial suggests that further investigation of the customer perspective will provide a clearer view of customers' assessment of the firm's valuable resources. The trial interview with a key customer indicates there are subtle differences in the ranking of valued skills and capabilities between producers and customers that if verified in further trials, have potential to better focus firms on key resources valued by customers.
Originality/value
This trial provides insight into the process of identification of the factors that customers regard as the firm's valuable resources and how this influences their choice of firm. Differences in ranking of key resources by customers compared to those of producers could lead to re‐evaluation of skills and experience background for staff recruitment purposes, and training programs to better reflect customer valuation preferences.
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Vaughan Reimers and Val Clulow
Due to rising obesity levels, declining fitness levels, an aging population, and shopper lethargy, retail planners must give serious consideration to the physical demands retail…
Abstract
Purpose
Due to rising obesity levels, declining fitness levels, an aging population, and shopper lethargy, retail planners must give serious consideration to the physical demands retail centres place on their patrons. The purpose of this paper is to determine the importance consumers assign to spatial convenience, measure how consumers perceive shopping malls and shopping strips (also referred to as the downtown area, central business district, Main Street or the High Street) in relation to it, and compare them in their provision of it.
Design/methodology/approach
The study utilises a household survey of consumers and as well as a retail audit. The survey was used to identify the importance consumers assign to spatial convenience, while the retail audit was used to establish how malls and strips compare in their provision of it.
Findings
The results of the survey indicate that consumers regard spatial convenience as important and believe that malls are superior in providing it. The retail audit confirmed the accuracy of these perceptions, with the mall providing greater store compatibility, and a more compact shopping environment.
Originality/value
The influence of spatial convenience on shopping behaviour has been largely overlooked at the level of the retail centre. Moreover, those studies that have focused on this topic, have typically done so from the singular focus of either malls or strips. This study incorporates both, and does so via an empirical analysis of consumer attitudes and a spatial comparison of both retail formats.
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This paper aims to offer marketers an example of the application of stakeholder theory and analysis, using a current discourse between a number of stakeholders about their views…
Abstract
Purpose
This paper aims to offer marketers an example of the application of stakeholder theory and analysis, using a current discourse between a number of stakeholders about their views on issues raised in a report on a model for the sustainability of life in Australia in the future.
Design/methodology/approach
Through a systematic discourse analysis of the text of the speakers on the documentary program, the relationship of each stakeholder group to the issues at the centre of the discourse is unpacked.
Findings
Four themes emerged from the analysis indicating that the thinking of the stakeholders on the concept of an “economy” was based on different theoretical schemata; their level of concern for “sustainability” of a viable economic model varied; they did not agree on the question of who is responsible for a “sustainable future”; and the philosophical positions of the stakeholders on the issue varied considerably.
Practical implications
The implications for marketing communicators or stakeholder groups, needing to lobby, negotiate or influence others who operate in a different paradigm, are discussed.
Originality/value
An integrated marketing communications model is proposed that accounts for important relationships between the organization and its key stakeholders. The contribution to marketing lies in the demonstration that consideration of each step in the plan as it relates to each stakeholder, rather than a single‐minded approach, provides an opportunity for competitive advantage.
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Val Clulow, Julie Gerstman and Carol Barry
The resource‐based view (RBV) of the firm is a theory that has been explored in academic literature as a means of explaining competitive advantage and, in turn, superior…
Abstract
The resource‐based view (RBV) of the firm is a theory that has been explored in academic literature as a means of explaining competitive advantage and, in turn, superior performance amongst firms. In this paper it is argued that the model developed by Fahy offers a concise picture of the nature and role of key resources in strategic management but this picture needs further empirical development. A research approach based on a face‐to face interview is used to explore the process by which a high‐performing firm in the financial services industry in Australia identifies, develops, deploys and protects its key intangible assets and capabilities in sustaining competitive advantage.
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Abdullah Fahad AlMulhim, Sanaa Mostafa Mohammed, Houcine Benlaria and Zouheyr Gheraia
The objectives of this research were to inspect the relationship of intellectual capital (IC), along with its dimensions (human, structural and internal and external relational…
Abstract
Purpose
The objectives of this research were to inspect the relationship of intellectual capital (IC), along with its dimensions (human, structural and internal and external relational capital) with innovation performance (IP), to explore entrepreneurial opportunity recognition (EOR) as a mediator between the IC and IP of small and medium-sized enterprises (SMEs) in Saudi Arabia.
Design/methodology/approach
This research used data collected via a well-structured questionnaire. The sample size was comprised of 457 participants who were owners and/or managers of SMEs in Saudi Arabia. Further, the findings were extracted from data using partial least squares (PLS) techniques.
Findings
The results indicated that all dimensions of IC, including human capital (HC), structural capital (SC), internal relational capital (IRC) and external relational capital (ERC), had a significant relation with both IP and EOR. It was also shown that EOR positively influenced IP. Furthermore, the results showed that EOR played an important role as a mediator between IC (HC, SC, IRC and ERC) and IP.
Practical implications
The present research offered a beneficial and novel managerial and theoretical strategy for improving a given firm’s IP with the support of IC and EOR. This finding offered a vision to the management teams of SMEs for full utilization of IC and IP. The present study also provided policymakers, administration and future studies with a path to improving the production and services of SMEs to secure market advantages.
Originality/value
According to the author’s best knowledge, the present research represented the first attempt to expose the mediating role of the EOR relationship between IC and IP. Furthermore, the present study also developed the relationship between dynamic capabilities (DC) theory, intellectual capital-based view (ICV) theory and resource-based view (RBV) theory, with variables that reveal the theoretical foundation of the study. Finally, the results of this study were verified by the existing literature.