An agile marketing capability maturity framework

The present study was conducted to examine the implementation of PCMM in the Indian IT Industry by analyzing the perceptions of managers regarding the reasons for PCMM implementation, people related issues and benefits of PCMM. The objectives of the study were to gain a conceptual understanding of PCMM, to examine the methods and application of PCMM in IT industry and to gain an overview of the dissemination of PCMM on organizational field by focusing on the implementation of PCMM in organizations, and its impact on the effectiveness of people management and the overall business. Based on the findings of literature review a questionnaire was developed using Google Docs. Subjects of this study were managers belonging to middle and higher managerial positions of various IT companies with PCMM certification ranging from Level 2 to Level 5. The data collected was then analyzed using statistical tools like SPSS and Microsoft Excel. The survey brought out that the reasons for PCMM certification do not vary significantly across IT companies. The Level of PCMM to which an employee’s organization belonged had a significant impact on his/her perception of factors leading to success of IT projects. Reducing turnover was rated as the most prevalent issue followed by overcoming low morale and burnout, and identifying competencies. Integrating workforce development with process improvement was ranked as the most important benefit of PCMM implementation.

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The Impact of Firm's Innovation Capability and Export Marketing Capability on Export Performance

INTERNATIONAL BUSINESS REVIEW ◽

10.21739/ibr.2009.09.13.3.29 ◽

2009 ◽

Vol 13 (3) ◽

pp. 29

Author(s):

Byoungho Lee

Keyword(s):

Export Performance ◽

Innovation Capability ◽

Marketing Capability ◽

Export Marketing ◽

The Impact

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Why Not Knowledge-Based HRM? Its Direct and Indirect Effect on Innovative Service Offerings

SAGE Open ◽

10.1177/2158244020983003 ◽

2020 ◽

Vol 10 (4) ◽

pp. 215824402098300

Author(s):

Norwan Ahmad ◽

Ng Siew Imm ◽

Yuhanis Abdul Aziz ◽

Norazlyn Kamal Basha

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Dynamic Capabilities ◽

Management Practices ◽

Business Service ◽

Marketing Capability ◽

Cross Sectional Survey ◽

Knowledge Based ◽

Human Resource Management Practices

This article is aimed at examining the effect, direct and indirect, of knowledge-based human resource management on innovative offerings of service small and medium-sized enterprises (SMEs). Knowledge-based human resource management essentially reflects the central role played by the embedded knowledge-centric human resource management practices, which may lead to new or improved services. A cross-sectional survey was implemented involving a sample of 278 business service SMEs from Malaysia and indicated two key findings from the study. First, knowledge-based human resource management was found to positively influence innovative service offerings. Second, dynamic capability in the aspects of entrepreneurial orientation, marketing capability, and technological capability were found to mediate the knowledge-based human resource management–innovative service offerings relationship. This study espouses the potentials of creating innovative service offerings among business service SMEs through embedding knowledge perspective in human resource management practices as well as investment in dynamic capabilities.

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Marketing capability and new venture survival: The role of marketing myopia

Industrial Marketing Management ◽

10.1016/j.indmarman.2021.01.020 ◽

2021 ◽

Vol 93 ◽

pp. 307-326

Author(s):

Pankaj C. Patel ◽

Cong Feng ◽

Maria João Guedes

Keyword(s):

New Venture ◽

Marketing Capability

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How does corporate learning orientation enhance industrial brand equity? The roles of firm capabilities and size

Journal of Business and Industrial Marketing ◽

10.1108/jbim-10-2018-0320 ◽

2019 ◽

Vol 35 (2) ◽

pp. 231-243 ◽

Cited By ~ 1

Author(s):

Yi Xie ◽

Xiaoying Zheng

Keyword(s):

Brand Equity ◽

Firm Size ◽

Small Firms ◽

Learning Orientation ◽

Innovation Capability ◽

Marketing Capabilities ◽

Marketing Capability ◽

Content Type ◽

Corporate Learning ◽

The Impact

Purpose This paper aims to examine the role of learning orientation in building brand equity for B2B firms. The present research proposes that learning orientation contributes to the development of innovation and marketing capabilities and, in turn, leads to enhanced industrial brand equity. Furthermore, the moderating effect of firm size in these processes is investigated. Design/methodology/approach The hypotheses are tested by administering a survey with a set of managers of manufacturing firms in China. Findings Innovation capability and marketing capability serve as the mediators between learning orientation and industrial brand equity. The mediating path through innovation capability is stronger for small firms than for large firms. Research limitations/implications Learning orientation provides a cultural base for B2B firms to cultivate brand equity. Measurement of industrial brand equity and contingency of its effect requires further investigation. Practical implications To transform learning-oriented culture into brand equity, firms need to develop and manage innovation and marketing capabilities. The learning orientation–innovation capability route is more beneficial for small firms. Originality/value While a majority of prior literature ignores the impact of organizational culture in driving industrial brand equity, the present research explores learning orientation as a key cultural antecedent of industrial brand equity. A more refined industrial-brand-equity-building mechanism from learning orientation to corporate capabilities and then to brand equity is proposed and tested. The mechanism varies with firm size.

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