Strategic orientations, marketing capabilities and innovativeness: an adaptive approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali E. Akgün ◽  
Volkan Polat
Keyword(s):  
Dynamic Capabilities ◽  
Brand Management ◽  
Survey Design ◽  
Customer Relationship ◽  
Marketing Capabilities ◽  
Content Type ◽  
Strategic Orientations ◽  
Marketing Orientation ◽  
Firm Innovativeness ◽  
Speed To Market

Purpose This study aims to investigate marketing capabilities that represent the marketing mix from an adaptive perspective: brand management, customer relationship management, price management and multi-channel management. Also, this study identifies how adaptive marketing capabilities (AMCs) enrich superior innovativeness and speed-to-market regarding innovation orientation and marketing orientation as the two critical functions. Design/methodology/approach A questionnaire-based research was performed to test the proposed hypotheses. The data were collected from predominately marketing or research and development managers/senior specialists in 247 firms. Findings Strategic orientations that cover market and innovation orientation facilitate a firm’s AMCs, positively affecting its innovativeness and speed-to-market. Also, AMCs mediate the relationship between strategic orientations, and innovativeness, and speed-to-market. Further, this study confirms the complementary association of AMC-related variables in enhancing firm innovativeness and speed-to-market. Research limitations/implications This study is subject to the limitations inherent in survey design, particularly convenient sampling and single informants. Originality/value This study broadens understanding of dynamic capabilities theory by examining how marketing capabilities can be enhanced and examined from an adaptive perspective for firms. This study also presents a model for the potential relationships among strategic orientations, AMCs, innovativeness and speed-to-market.

Strategic orientations and firm innovativeness: a necessary condition analysis

2019 ◽  
Vol 14 (3) ◽  
pp. 427-442 ◽  
Author(s):  
Nguyen Dinh Tho
Keyword(s):  
Relationship Quality ◽  
Risk Taking ◽  
Entrepreneurial Orientation ◽  
Necessary Condition ◽  
Learning Orientation ◽  
Business Relationship ◽  
Content Type ◽  
Strategic Orientations ◽  
Marketing Orientation ◽  
Firm Innovativeness

Purpose The purpose of this paper is to decipher the levels of three strategic orientations – learning orientation, entrepreneurial orientation (proactiveness and risk taking) and marketing orientation (responsiveness to customers, responsiveness to competitors, responsiveness to the macro-environment and business relationship quality) – that are necessary for firm innovativeness. Design/methodology/approach Data were collected from a sample of 316 firms in Ho Chi Minh City, Vietnam. Multiple regression analysis (MRA) was employed to examine the net effects of seven factors (learning orientation, proactiveness, risk taking, responsiveness to customers, responsiveness to competitors, responsiveness to changes in the macro-environment and business relationship quality) on firm innovativeness. Necessary condition analysis (NCA) was then employed to discover the level of these factors as necessary conditions for firm innovativeness. Findings The results produced by MRA show that learning orientation, proactiveness, responsiveness to customers and responsiveness to competitors have positive effects on firm innovativeness. The results from the NCA reveal that six out of seven conditions exhibit varying necessary levels for firm innovativeness. Practical implications The findings are relevant to senior managers and suggest that the levels of strategic orientations necessary for firm innovativeness vary. Firms therefore should pay attention not only to the net effects (beta weights) but also to their necessary levels. Based on their resources and capabilities, firms should take into account the necessary level of each strategic orientation in order to achieve their innovativeness goal. Originality/value This study is among the first to decipher the levels of three strategic orientations (learning orientation, entrepreneurial orientation and marketing orientation) that are necessary for firm innovativeness.

scholarly journals Dynamic capabilities and marketing capabilities in Portugal

2017 ◽  
Vol 30 (3) ◽  
pp. 417-430 ◽  
Author(s):  
Álvaro Dias ◽  
Pereira Renato
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
Marketing Capabilities ◽  
Resource Configuration ◽  
Content Type ◽  
Transfer Processes ◽  
And Performance ◽  
Construct Dimensions ◽  
Operational Aspects

Purpose The purpose of this paper is to offer an operationalization of an aggregate construct and a decisive contribution to building a dynamic capabilities theory with marketing implications. The authors investigate the influence of dynamic capabilities, specifically routine creation through embedding learning and knowledge, on marketing capabilities and performance in Portugal. The authors examine the direct relationship between dynamic capabilities and marketing capabilities, which is indirectly linked to performance depending on the effectiveness of the resulting new resource configuration. Design/methodology/approach The authors used four construct dimensions: knowledge creation routines, knowledge transfer processes, marketing capabilities, and firm performance. The study was based on an inter-industry random sample of firms selected from a commercial list. During a nine-month period the authors gathered data from a questionnaire delivered in hand to participating firms and collected through in-depth personal interviews. It was filled out by directors of Portuguese firms who agreed to participate in this study. Findings First, dynamic capabilities play an important role in the evolution of marketing capabilities and the maintenance of competitive advantage. Specifically, the authors identified a link between knowledge creation routines and knowledge transfer processes with marketing capabilities. Second, the effect of dynamic capabilities on performance can be considered to be substantially indirect. However, the results also show a direct link between knowledge transfer and performance. Originality/value First, the development of a model establishing the contribution to the evolution of marketing capabilities in order to compete in a changing environment, considering the critical effect of knowledge creation and transfer in a non-static market configuration. Second, the analysis of marketing capabilities from different layers, from strategic to more operational aspects.

Dynamic capabilities: antecedents and implications for firms' performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ricardo Jorge Correia ◽  
Mário Sérgio Teixeira ◽  
José G. Dias
Keyword(s):  
Structural Equation ◽  
Dynamic Capabilities ◽  
Structural Equation Models ◽  
Causal Link ◽  
Competitive Advantages ◽  
Content Type ◽  
Mediating Role ◽  
Strategic Orientations ◽  
The Relationship

PurposeThis paper aims to explore a new causal link between learning, market and entrepreneurial orientations and firms' performance by introducing dynamic capabilities and competitive advantages as mediator variables.Design/methodology/approachThe mediating role of dynamic capabilities and competitive advantages is tested using a sample of 1,190 Portuguese firms, and structural equation models.FindingsIt is shown that dynamic capabilities mediate the relationship between the three orientations–learning, market and entrepreneurial–and competitive advantages of differentiation and cost leadership, and both competitive advantages lead to firm's performance. It is also shown that learning orientation is an antecedent of market orientation and entrepreneurial orientation.Practical implicationsThis research shows that firm's performance depends on the capacity of firms to learn, innovate, be proactive, take risks and collect the best market data. Indeed, by optimizing the internal management and knowledge dissemination, firms will develop a set of capabilities and competitive advantages that lead to an appropriate response to market challenges.Originality/valueThis study tests the relationship between strategic orientations and firm's performance by taking the mediating effects of dynamic capabilities and competitive advantages into account. This research was conducted in Portugal.

Creating upside in export markets

2021 ◽  
Vol 37 (3) ◽  
pp. 32-33
Keyword(s):  
New Product Development ◽  
Brand Management ◽  
Customer Relationship ◽  
Export Markets ◽  
Content Type ◽  
Management Capability ◽  
Pertinent Information ◽  
Conceptual Paper ◽  
Management Capabilities ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This conceptual paper demonstrates that a framework of four distinct higher-order dynamic marketing capabilities – namely, ambidextrous market orientation (AMO), customer relationship management capabilities (CRMC), brand management capability (BMC), and new product development capabilities (NPDC) – do serve exporters directly by boosting their performance in export markets. AMO, which is a mixture of a proactive and reactive approach to market forces, is designated as the beating heart of the wider DMC framework. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Strategic orientations and capabilities' effect on SMEs' performance

2020 ◽  
Vol 38 (7) ◽  
pp. 829-845 ◽  
Author(s):  
Ibrahim Alnawas ◽  
Allam Abu Farha
Keyword(s):  
Structural Equation ◽  
Survey Methodology ◽  
Small And Medium Enterprises ◽  
Suppressive Effect ◽  
Marketing Capabilities ◽  
Complementarity Effect ◽  
Content Type ◽  
Strategic Orientations ◽  
And Performance ◽  
Medium Enterprises

PurposeThis study aims to: first, examine the effect of interaction orientation (IO) and brand orientation (BO) on marketing capabilities and small and medium enterprises' (SMEs') performance, and second, assess the complementarity effect of IO and BO on marketing capabilities and SMEs' performance.Design/methodology/approachA model was developed and tested using a survey methodology. Data were collected from 538 SMEs located in Qatar and analysed by structural equation modelling with AMOS.FindingsFirst, IO affects SMEs' performance only indirectly via marketing capabilities, whereas BO affects SMEs' performance both directly and indirectly. Second, contrary to expectations, the complementarity between IO and BO produced a destructive/suppressive effect, rather than a synergistic effect, on both marketing capabilities and SMEs' performance, reflecting the importance of a trade-off to enhance both marketing capabilities and SMEs' performance.Originality/valueTo the authors' knowledge, this is the first paper to examine the complementary effect of BO and IO on marketing capabilities and performance.

Strategic orientations and performance of young ventures

2019 ◽  
Vol 58 (4) ◽  
pp. 666-686 ◽  
Author(s):  
Krishna Chandra Balodi
Keyword(s):  
Dynamic Capabilities ◽  
Business Environment ◽  
Strategic Orientation ◽  
Hierarchical Regression ◽  
Research Approach ◽  
Content Type ◽  
Technological Turbulence ◽  
Strategic Orientations ◽  
And Performance ◽  
The Uk

Purpose Considering that entrepreneurial orientation (EO) and market orientation (MO) are antecedents of firm performance, and that technological turbulence (TT) and competitive intensity (CI) are present in different degrees in the business environment, the purpose of this paper is to address the following question in the context of young ventures: What is the contingent effect of TT and CI on MO–performance and EO–performance relationships? Design/methodology/approach This paper follows a deductive research approach. First, the literature on strategic orientation, opportunities, and dynamic capabilities (DCs) view are reviewed to formulate hypotheses. Then moderated hierarchical regression analysis is used on data collected from entrepreneurs/top managers of a multi-country (India and the UK) sample of young ventures. Findings The results of this study provide empirical evidence to the argument that both EO and MO, when looked from the universal approach, positively affect young ventures’ performance. The results show that young venture should consider environmental contingencies while choosing a strategic orientation. For resource-starved young ventures, EO is beneficial when the environment is intensely competitive, and MO is advantageous when the environment is technologically turbulent. Originality/value This study relies on the literature on opportunities and DCs view to arrive at hypotheses specific to young ventures. The paper empirically tests the assertions, finds support for the majority of them and reports unbiased estimates of the coefficients. It also clarifies the contrary observation made by some researchers in their study of orientation–performance relationship.

Religio-centric product strategy on marketing performance

2020 ◽  
Vol 22 (2) ◽  
pp. 181-203
Author(s):  
Hendar Hendar ◽  
Moch. Zulfa ◽  
Alifah Ratnawati ◽  
Mulyana Mulyana
Keyword(s):  
Brand Management ◽  
Customer Relationship ◽  
Marketing Capability ◽  
Product Strategy ◽  
Content Type ◽  
Marketing Performance ◽  
Management Capability ◽  
The Relationship ◽  
Positive Effect

Purpose The purpose of this paper is to investigate and test the role of religio-centric product strategy (RPS) in mediating the relationship among marketing innovativeness (MI), market sensing capability (MSC), customer relationship management capability (CRMC) and brand management capability (BMC) with marketing performance (MP) in a religious-based industry. This is in accordance with the conditions of Indonesian religious people and the increasing demand for Muslim fashion products. Design/methodology/approach This paper selected 330 small fashion businesses in Indonesia and tested the regressive relations of the 6 constructs. Findings The findings showed that MI, MSC, CRMC and BMC have a positive effect on RPS and RPS also has a positive effect on MP, so that RPS acts as mediation in the relationship among MI, MSC, CRMC and BMC with MP. Research limitations/implications In-depth research on other dimensions of the role of antecedent variable of RPS, such as NPD capability, specialized marketing capability, resource reconfiguration marketing capability, architectural marketing capability and marketing resources that are interesting to discuss (Morgan, 2012), has not been done in research. Originality/value By examining the literature on dynamic capability, marketing strategy, entrepreneurship and business performance, this paper offers a unique analysis of dynamic marketing capability and its impact on product strategy and MP in religious-based industries.

scholarly journals Mastering the complementarity between marketing mix and customer-focused capabilities to enhance new product performance

2015 ◽  
Vol 30 (1) ◽  
pp. 60-71 ◽  
Author(s):  
Aron O'Cass ◽  
Nima Heirati
Keyword(s):  
Customer Relationship Management ◽  
Brand Management ◽  
Relationship Management ◽  
New Product ◽  
Marketing Mix ◽  
Product Performance ◽  
Customer Relationship ◽  
Content Type ◽  
New Product Performance ◽  
Management Capabilities

Purpose – This study aims to address the extent that the deployment of and complementarity between marketing mix and customer-focused (brand management, and customer relationship management) capabilities provide firms the capacity to transform their market knowledge into effective responsive actions that help to achieve new product success. Design/methodology/approach – A questionnaire was used as the primary means of data collection. Data from 160 large business-to-business firms across a variety of industries in Iran were analyzed using partial least squares regression to test the hypothesized paths. Findings – The results show that market-oriented firms are better at deploying marketing mix, brand management and customer relationship management capabilities, and these capabilities help to drive new product performance, and the complementarity between these marketing capabilities enhances the firm’s capacity to achieve new product success more than deploying each capability in isolation. Originality/value – In contrast to many existing studies, this study is the first to examine the role of marketing mix, brand management and customer relationship management capabilities and their complementarity as intervening mechanisms in the relationship between market orientation (MO) and new product performance. Further, this study extends the marketing literature by investigating the role of different forms of marketing capabilities in a complementary fashion in the context of a Middle Eastern economy.

The influence of internet marketing capabilities on international market performance

2020 ◽  
Vol 37 (3) ◽  
pp. 447-469
Author(s):  
Chia-Ling (Eunice) Liu ◽  
Yingying Zhang-Zhang ◽  
Pervez Nasim Ghauri
Keyword(s):  
Market Performance ◽  
International Market ◽  
Internet Marketing ◽  
Customer Management ◽  
Marketing Capabilities ◽  
Content Type ◽  
International Performance ◽  
Management Culture ◽  
Strategic Orientations ◽  
Knowledge Internalization

PurposeThe paper aims to explore the influential path of internet marketing capabilities impacting international market performance. The paper further investigates the mitigating roles of market- and entrepreneurial-oriented behaviors and knowledge internalization in this relationship. The effect of internet use for customer management on internet marketing capabilities is also examined.Design/methodology/approachA total of 618 firms with sales in international markets were approached to participate. Data were collected from a sample of 132 Taiwanese firms and analyzed using a structural equation model.FindingsUse of internet for customer management positively influences internet marketing capabilities. The results also support the positive impacts of internet marketing capabilities on market- and entrepreneurial-oriented behaviors. Knowledge internalization mediates the relationships between market- and entrepreneurial-oriented behaviors and international market performance.Research limitations/implicationsThis paper’s investigation of the role of internet marketing capability in international market performance contributes to online internationalization, strategic orientations and organizational learning theory.Practical implicationsManagers should focus on developing internet marketing capabilities in management culture and fostering market- and entrepreneurial-oriented behaviors to facilitate knowledge internalization for better international performance.Originality/valueThis paper contributes to the construction of an alternative and comprehensive mechanism to understand the influences of internet marketing capabilities on the firm’s international performance.

Sensing and seizing in the apparel industry: the role of dynamic capabilities in fostering sustainable strategic orientations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nicolas Chevrollier ◽  
Fons Kuijf
Keyword(s):  
Dynamic Capabilities ◽  
Apparel Industry ◽  
Strategic Orientation ◽  
Incremental Innovation ◽  
Future Research ◽  
Content Type ◽  
Strategic Orientations ◽  
Inductive Research

Purpose This paper aims to explore how the dynamic capabilities sensing and seizing could support a sustainable (either instrumental or stewardship) strategic orientation in the apparel industry. Design/methodology/approach Through qualitative and inductive research design, ten companies from the Sustainable Apparel Coalition, specifically focusing on brands, were researched. Employees in strategic positions were interviewed. Subsequently, thematic analysis was realized to extract findings from both instrumental and stewardship organizations. Findings Instrumental organizations focus on increasing their brand, mainly by following market demands. They sense opportunities via a hierarchical organizational structure that allows for incremental innovation based on internal competition. Stewardship organizations believe in a collective approach toward conducting business effectively. While building a “sustainable case for business”, a stewardship-oriented company senses by involving their stakeholders and seeks unorthodox opportunities using a long-term internal compass as a beacon for decision-making. Originality/value Key capabilities are revealed that allow businesses and managers to reach higher levels of sustainability in a specific sector: the apparel industry. Especially the capabilities of stewardship-oriented companies and its ambidexterity provide a fertile base for future research at the nexus of organization development and sustainability.

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