market driving
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2022 ◽  
Vol 139 ◽  
pp. 1240-1254
Author(s):  
Vlasis Stathakopoulos ◽  
Konstantinos G. Kottikas ◽  
Grigorios Painesis ◽  
Ioannis G. Theodorakis ◽  
Efthymia Kottika

2022 ◽  
pp. 170-190
Author(s):  
Husam Rjoub ◽  
Chiemelie Benneth Iloka ◽  
Vimala Venugopal

Reported in this paper is an interview- and press release-based study that considers the market-driven and market-driving activities within the disaggregated components of a business model. This is based on an empirical study of IKEA in Malaysia over the past 20 years. Market orientation is perceived to be a position on a continuum, not a binary one. The components of the business model employed in this study were developed from Osterwalder and Pigneur. Findings show that over time the balance between driven and driving orientations of the company changed in a number of ways with respect to its business models. This chapter contributes by showing the disaggregated nature of market orientation of driving and driven activities and linking them to a given component of business model as well as reviewing what happened to the driven-driving balance over the course of time. This approach can widely be applied with respect to attempts geared towards understanding the dynamic nature of international retailing.


2021 ◽  
Vol 13 (18) ◽  
pp. 10049
Author(s):  
Jianping Peng ◽  
Qun Qin ◽  
Tanya (Ya) Tang

The adoption of marketing innovations can contribute to the sustainability of a firm. However, research on the types of marketing innovations and their effects is limited. The purpose of this study is to analyze the dimensions of marketing innovations, their effects on firm performance, and how market environmental factors moderate those effects. Based on an analysis of the literature, this study discovered two types of marketing innovations and established a model to explain the dynamics of marketing innovation and firm performance under different market environments. Empirical data were collected and used to validate the model. Results show that both market-driven and market-driving innovations significantly contribute to a firm’s performance. Moreover, their effects are significantly moderated by competition intensity and technological turbulence but not demand uncertainty. This study contributes to the literature because it elaborates the conceptualization of marketing innovation and presents the dynamics of marketing innovation, market environment, and firm performance. It also provides practical implications on how firms can utilize marketing innovations to achieve business sustainability.


2021 ◽  
Author(s):  
Κωνσταντίνος Κοττίκας

Η συγκεκριμένη διδακτορική διατριβή επικεντρώνεται στο ευρύτερο επιστημονικό πεδίο του στρατηγικού μάρκετινγκ. Γενικότερος στόχος της διατριβής είναι η μελέτη των χαρακτηριστικών των οργανισμών που έχουν υιοθετήσει τη στρατηγική διαμόρφωσης της αγοράς (market-driving strategy). Ειδικότερo ερευνητικό στόχο αποτελεί η διερεύνηση των συσχετίσεων που αναπτύσσονται μεταξύ της στρατηγικής διαμόρφωσης της αγοράς (market-driving strategy), συγκεκριμένων προσδιοριστικών παραγόντων (antecedents) και αποτελεσμάτων (outcomes) της συγκεκριμένης στρατηγικής. Η στρατηγική διαμόρφωσης της αγοράς ορίζεται ως η αλλαγή της σύνθεσης, των ρόλων, ή και της συμπεριφοράς των «παικτών» σε μία αγορά, προς μια κατεύθυνση επωφελή για την υφιστάμενη εταιρία. H μεθοδολογική ερευνητική προσέγγιση που ακολουθήθηκε είναι η διενέργεια τόσο ποιοτικής, όσο και ποσοτικής έρευνας (mixed methods design). Κατά την εκπόνηση της ποιοτικής μελέτης υλοποιήθηκαν 27 συνεντεύξεις-σε-βάθος (in-depth interviews), ενώ η ανάλυση των ποιοτικών δεδομένων πραγματοποιήθηκε με τη μέθοδο της ποιοτικής ανάλυσης περιεχομένου (qualitative content analysis). Κατά την εκπόνηση της ποσοτικής μελέτης, υλοποιήθηκε δημοσκόπηση εκτενούς κλίμακας με επιλογή δείγματος κρίσης (purposive sampling) (241 ερωτηματολόγια που συλλέχθηκαν μέσω διαδικτύου) και ανάλυση ποσοτικών δεδομένων με τη μέθοδο Partial Least Square Structural Equation Modeling (PLS-SEM). Στο πλαίσιο της ποσοτικής μελέτης, προέκυψε ότι οι βασικοί προσδιοριστικοί παράγοντες της στρατηγικής διαμόρφωσης της αγοράς είναι η ριζική καινοτομία, η σταδιακή καινοτομία, η ριζικότητα της τεχνολογίας, τα συστήματα μέτρησης μάρκετινγκ και οι ικανότητες μάρκετινγκ. Επιπρόσθετα, τα βασικά αποτελέσματα της εν λόγω στρατηγικής είναι η οικονομική απόδοση, η απόδοση σε σχέση με πελάτες, το ανταγωνιστικό πλεονέκτημα και η οργανωσιακή φήμη. Τέλος, η οργανωσιακή φήμη σχετίζεται θετικά με την οικονομική απόδοση, κάτι που συνεπάγεται πως παίζει έναν ρόλο διαμεσολαβητή (mediator) στη σχέση μεταξύ στρατηγικής διαμόρφωσης της αγοράς και οικονομικής απόδοσης. Η διατριβή έχει οργανωθεί με τον ακόλουθο τρόπο: Μέρος Α’ – Εισαγωγή, Μέρος Β’ - Βιβλιογραφική Επισκόπηση, Μέρος Γ’ - Συνολική Ερευνητική Μεθοδολογία, Μέρος Δ’ - Ποιοτική Μελέτη, Μέρος Ε’ - Ποσοτική Μελέτη, Παραρτήματα


2021 ◽  
Vol 126 ◽  
pp. 88-98
Author(s):  
Tanya (Ya) Tang ◽  
Shaoling (Katee) Zhang ◽  
Jianping Peng

2020 ◽  
pp. 027614672096183
Author(s):  
Jagdish N. Sheth ◽  
Atul Parvatiyar

Sustainability has emerged as a critical macromarketing perspective over the last five decades. Starting with the early concerns in the 1960s about the world’s finite resources that would limit economic growth, sustainability thinking has expanded to encompass societal issues and ecological and environmental considerations in economic and governance activities. Governments and businesses need to act in tandem to address myriad world problems associated with climate change, pollution, environmental degradation, depleting resources, and the socio-economic disparities that characterize persistent world hunger and poverty. A vital aspect of this challenge is to stop or reverse unsustainable production and consumption that have hitherto been pursued as part of market-driven business activity. Marketing, through its market-driven consumption-oriented practices, may have knowingly or unknowingly promoted these unsustainable production-consumption practices. Therefore, it needs to change its orientation from merely being responsive to consumer and market needs into a more responsible approach that drives markets for sustainable products and services and builds sustainable societies. In this paper, we review how sustainable marketing considerations have grown but not to the extent of becoming the driver of markets and business practices that meet sustainability goals. To this end, we present a framework for driving sustainable consumption through corporate marketing strategy and relevant government interventions. We highlight four strategies of corporate marketing and four types of government intervention for sustainable marketing.


2020 ◽  
Vol 84 (5) ◽  
pp. 41-59 ◽  
Author(s):  
Andre F. Maciel ◽  
Eileen Fischer

Firms often aim to develop markets as part of their long-term strategies. Conventionally, research in marketing has explained this complex process by stressing firms’ efforts to outdo their peers. While this emphasis is valuable, it overlooks the role of another major force in market evolution: collective action among peer firms. To address this oversight, this article conceptualizes “collaborative market driving,” defining it as the collective strategy in which peer firms consistently cooperate among themselves and with other actors to develop markets in ways that increase their overall competitiveness. This conceptualization includes the triggers that lead peer firms to mobilize for collective action and coalesce with other market actors; it also identifies how this coalition converts collective resources into market-driving power. These theoretical contributions, based on a multimethod analysis of the rise of U.S. craft breweries, offer an alternative course of action for firms interested in driving new markets when they lack adequate resources to do so individually.


2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Minelle E. Silva ◽  
Ana Paula Ferreira Alves ◽  
Patricia Dias ◽  
Luis Felipe Machado Nascimento

Purpose The purpose of this paper is to analyse how a company’s orientation enables sustainable practices in its supply chains. Specifically, it focusses on how the strategic orientation of a company may stimulate new behaviours in supply chains. Design/methodology/approach Two in-depth qualitative case studies were conducted. Each company’s orientation to sustainable supply chains was studied using cross-case analysis. Findings The organisations in this study have a market-driving (i.e. proactive) orientation instead of market-driven (i.e. responsive) behaviour. Using analysis from the process of change for sustainability and explaining some challenges faced by both organisations, findings indicate that a corporate strategy of sustainability modified the companies’ management processes, even for the company that changed its orientation during the time (i.e. sustainability was not the main strategy at first). Practical examples of actions are provided to illustrate the study’s conclusion that a corporate orientation towards sustainability is an enabling factor in developing sustainable supply chain management (SCM). Research limitations/implications Strategic management plays an important role in a company’s orientation towards sustainability – internally and throughout its supply chains. Based on the findings, future research should measure the effect of a company’s orientation on sustainable SCM. Practical implications This study contributes to the understanding of companies’ strategic orientations and explores ways to introduce sustainability into supply chains. Originality/value The paper examines an underexplored debate regarding to how strategic orientations are related to sustainable SCM, focussing on both market-driving (i.e. proactive) and market-driven (i.e. responsive) orientations.


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