Relevant bibliographies by topics / Marketing capabilities

Academic literature on the topic 'Marketing capabilities'

Author: Grafiati
Published: 4 June 2021
Last updated: 24 January 2023

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Journal articles on the topic "Marketing capabilities"

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Morgan, Neil A., Hui Feng, and Kimberly A. Whitler. "Marketing Capabilities in International Marketing." Journal of International Marketing 26, no. 1 (March 2018): 61–95. http://dx.doi.org/10.1509/jim.17.0056.

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There has been a significant increase in scholarly research focusing on marketing capabilities as an important aspect of marketing theory–based explanations of firm performance. This growing research interest in marketing capabilities has also been reflected in the international marketing literature. However, it is unclear whether and how thinking and research about international marketing capabilities differs from that of marketing capabilities in a domestic market context. To explore this question, the authors conduct a review of studies of marketing capabilities in the most influential journals publishing research in international marketing. They supplement this with insights from interviews with executives in firms engaged to varying degrees in international marketing. The study suggests that there remain numerous important unanswered questions in conceptualizing and empirically researching international marketing capabilities.
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Takahashi, Adriana Roseli Wünsch, Sergio Bulgacov, and Mônica Maier Giacomini. "Dynamic capabilities, operational capabilities (educational-marketing) and performance." Review of business Management 19, no. 65 (July 2017): 375–93. http://dx.doi.org/10.7819/rbgn.v0i0.2831.

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Dias, Álvaro, and Pereira Renato. "Dynamic capabilities and marketing capabilities in Portugal." Academia Revista Latinoamericana de Administración 30, no. 3 (August 7, 2017): 417–30. http://dx.doi.org/10.1108/arla-10-2016-0268.

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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.
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Zang, Jinjuan, and Yuan Li. "Technology capabilities, marketing capabilities and innovation ambidexterity." Technology Analysis & Strategic Management 29, no. 1 (June 10, 2016): 23–37. http://dx.doi.org/10.1080/09537325.2016.1194972.

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Zang, Jinjuan. ""Technological Capabilities, Marketing Capabilities and Innovation Ambidexterity"." Academy of Management Proceedings 2015, no. 1 (January 2015): 13442. http://dx.doi.org/10.5465/ambpp.2015.13442abstract.

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Tollin, Karin, and Marcus Schmidt. "Marketing’s contribution from the perspective of marketing executives." Marketing Intelligence & Planning 33, no. 7 (October 5, 2015): 1047–70. http://dx.doi.org/10.1108/mip-07-2014-0136.

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Purpose – The purpose of this paper is to determine the impact that chief marketing executives’ (CMEs) mindsets about important marketing capabilities have on company performance. Design/methodology/approach – The authors propose a structural model for analysing specialised, cross-functional and dynamic capabilities at the functional level of marketing. The model is tested by using a quantitative survey among CMEs. Additionally the authors conducted a cluster analysis with the purpose of identifying differences in CMEs’ mindsets about important marketing capabilities and the impact of these differences on company performance. Findings – The study identified four categories of mindset about important capabilities. An investigation into the company performance profile of each mindset shows that integration and rejuvenation are central qualities of CMEs’ mindsets and important drivers for company performance. Hence, companies that have a CME who prioritises both brand management, product development and customer relationship management as well as a set of specialised and dynamic marketing capabilities will outperform companies that have a CME who focuses on only one area of cross-functional marketing capabilities. Practical implications – Top managers, including CMEs, can use the typology of mindsets to analyse and critically reflect on their own ideas about important marketing processes and capabilities, but also as a tool for initialising change processes in their business unit or particular function (general management or marketing). Originality/value – The study provides an original assessment of sets of marketing capabilities at the functional level of marketing, and of the link between dynamic and two cross-functional marketing capabilities (product development and customer relationship management).
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Yadav, Sudhir. "MARKETING CAPABILITIES FOR INTERNATIONALIZATION." International Journal of Business Strategy 18, no. 2 (October 1, 2018): 23–28. http://dx.doi.org/10.18374/ijbs-18-2.2.

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Adel Saleh M, Alharbi. "The Role of Marketing Capabilities in Firm’s Success." International Journal of Management Science and Business Administration 2, no. 1 (2014): 57–64. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.21.1006.

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In our study, we review existing literature with the purpose of illustrating the significance of marketing capabilities and further reconstructing the path from marketing capabilities to organizational outcomes, thus explaining how positive market performance of company is achieved. In the first step, we constructed the path from marketing capabilities to positive organizational performance. Further, we explored certain antecedents of marketing capabilities in order to understand the concept of capabilities deeper. Implications for companies operating on global markets and recommendations have been presented on the basis of extensive literature review.
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Cao, Guangming, and Na Tian. "Enhancing customer-linking marketing capabilities using marketing analytics." Journal of Business & Industrial Marketing 35, no. 7 (March 25, 2020): 1289–99. http://dx.doi.org/10.1108/jbim-09-2019-0407.

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Purpose Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms that enable a firm to use marketing analytics to enhance its CRM and brand management capabilities, thereby improving its marketing performance. Design/methodology/approach A research model is developed and tested based on an analysis of 289 responses collected using an online survey from middle and senior managers of Chinese firms with sufficient knowledge and experience in using marketing analytics for survey participation. Findings The findings demonstrate that MAU is positively related to both CRM and brand management capabilities, which in turn are positively associated with marketing performance; and that both CRM and brand management capabilities mediate the relationship between MAU and marketing performance. Research limitations/implications The study’s outcomes were based on data collected from a survey, which was distributed using mass e-mails. Thus, the study is unable to provide a meaningful response rate. The research results are based on and limited to Chinese firms. Practical implications MAU is essential for enhancing customer-linking marketing capabilities such as CRM and brand management, but it alone is not sufficient to improve marketing performance. Firms wishing to improve marketing performance should leverage the knowledge and insights gained from MAU to enhance their critical customer-linking marketing capabilities. Originality/value This study explicates the capability-developing mechanisms through which a firm can use its market-sensing capability as manifested by MAU to enhance customer-linking marketing capabilities and to improve its marketing performance. In so doing, this study extends our understanding of the critical role of absorptive capacity in helping firms identify, assimilate, transform and apply valuable external knowledge.
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Adel Saleh M, Alharbi, and Wang Aimin. "Building Marketing Capabilities as a Way to Form a Better Global Marketing Strategy." Journal of International Business Research and Marketing 1, no. 4 (2015): 22–26. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.14.3003.

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The aim of this paper is to provide conceptual framework that can be used by marketing scholars and business executives to formulate a global marketing strategies that can help them to pursue their international operation in foreign markets successfully. For this purpose, the paper utilizes marketing capabilities of the firm including market sensing, partner linking and customer engagement and analyse how each of these capabilities are important to pursue global strategy that will help the firm to achieve competitive advantage. After a careful consideration of previous literature in the same field, the importance of control variables, such as international experience and international entrepreneurship, has been discovered and they are included as having moderating impact between marketing capabilities and global strategy formulation. The study has following propositions: market sensing has a positive relationship with international performance, customer engagement has a positive relationship with international performance, partner linking has a positive relationship with global strategy formulation etc. The originality of this paper can be explained by the integration of three important variables such as market sensing, partner linking and customer engagement, and by moderating role of international experience and international entrepreneurship. This paper provides some important managerial implication for business executives, which can be found in discussion part. The future research in the same field should take into consideration the other important marketing capabilities such as brand management, marketing communications management and channel management.
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Dissertations / Theses on the topic "Marketing capabilities"

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Venkataramani, Sangeetha. "Embedded Relations and Marketing Capabilities." Diss., The University of Arizona, 2015. http://hdl.handle.net/10150/565890.

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This dissertation explores the role of capacities of different sets of actors and examines some of the consequences of realization of these capacities. Specifically, the two outcomes examined in this dissertation are coopetition, which is simultaneous cooperation and competition, and innovation. This research uses different contexts and multiple methods to understand and explore the role of capacities in varied outcomes. The first essay examines the effect of actor capacities on coopetition. It looks at cosmetics salespeople in department stores that are embedded in relations with the store and the cosmetics brands among others, and examines the effect of this embeddedness on cooperative or competitive responses of these salespeople. Specifically, this research posits that actors, both human and non-human, possess capacities to interact with other actors. Unless the interaction occurs, the capacity merely remains a potential, and is only realized in interaction. Capacities represent the joint agency of interacting actors or entities. Both individual actors and collectives possess capacities to interact with others. Capacities of actors and collectives determine the processes employed by these actors that help integrate the collective or disintegrate it, thereby dynamically influencing the balance between cooperation and competition among sales people. The second essay examines the capacities of inventors in Biotechnology industry and investigates innovation as an outcome of realization of their capacities. This essay specifically focuses on actor capacities and its outcomes in the event of an acquisition. It posits that potential relational capacities of inventors prior to an acquisition determines whether integration among inventors will happen at the time of the acquisition. In addition, this research studies the effect of inventor integration at the time of acquisition on innovation outcomes of the acquiring firm, four years from the time of acquisition.
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Vitikka, M. (Mikko). "Outsourcing accounting functions -measuring benefits, impact on capabilities and firm performance." Master's thesis, University of Oulu, 2018. http://urn.fi/URN:NBN:fi:oulu-201806062465.

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Outsourcing has become a common strategy for companies during the past decades and the goals of outsourcing have changed from only seeking cost savings to more strategic objectives. The existing literature on outsourcing has grown as well but the results of outsourcing is a rather under researched area. The existing literature lacks comprehensive ways for measuring the results of outsourcing. Moreover, despite being one of the most commonly outsourced activities, the outsourcing of accounting functions is lacking empirical research. This research sheds light to the results of outsourcing accounting functions by developing a structured measurement model based on the existing literature. The model is developed approaching the outsourcing phenomenon from three perspectives. First, the potential benefits of outsourcing are reviewed, and the measurement scales are developed and structured into two factors. Second, a two-factor structure and measurement scales are developed for the impact that outsourcing has on the development of company’s competitive capabilities. Lastly, the firm performance approach is adopted to the outsourcing context and a structure of five factors is established. Also the possible correlations between the assumed factors are investigated. The theorized measurement model is empirically tested with survey data gathered from Finnish companies by carrying out a confirmatory factor analysis. The empirical part of the research connects the existing literature to the outsourcing of accounting functions. Based on the analysis no need to make changes to the model was found considering the potential benefits of outsourcing and the impact outsourcing has on competitive capabilities. This means that the theorized benefits of outsourcing and the impact it has on competitive capabilities seems to be in line with earlier studies in the context of this research. The variables measuring benefits form two distinct factors, business benefits and organizational benefits. Similarly, the variables measuring the impact on competitive capabilities form two factors, impact on internal competitive capabilities and external competitive capabilities. The firm performance measurement part of the model needed some changes. Based on the statistical and conceptual considerations two factors, external business performance and stakeholder performance is excluded from the model. They do not seem to be valid factors for measuring firm performance when outsourcing accounting functions. Based on the analysis, some variables were excluded in two other factors, internal business performance and organizational performance. With these changes, these factors seem to be valid for measuring firm performance in the context of this study. The fifth firm performance factor, innovation performance, was a valid factor as such. As theorized, the benefit and impact factors are correlated with each other. The impact factors seem to be correlated only with innovation performance but not with organizational or internal business performance. However, organizational performance and internal business performance are correlated with innovation performance. Based on these results, it seems that the benefits of outsourcing accounting functions are connected to innovation performance through the development of competitive capabilities, which is in turn connected the other avenues of firm performance. The model developed can be used to measure the results of outsourcing accounting functions. It also forms a good basis for structural equation modeling that can be used to test causality between the factors.
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Yang, Jing. "Marketing assets, marketing capabilities and shareholder value an empirical analysis of asset endowments and utilization /." Amherst, Mass. : University of Massachusetts Amherst, 2009. http://scholarworks.umass.edu/dissertations/AAI3372285/.

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Alarape, O. A. "Identifying the path through which entrepreneurial proclivity influences competitive advantage in international service ventures : do dynamic capabilities, marketing capabilities and international marketing strategy fit matter?" Thesis, University of Liverpool, 2017. http://livrepository.liverpool.ac.uk/3008132/.

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Entrepreneurial proclivity and competitive advantage have received significant attention from an international performance perspective within the context of the manufacturing sector but not for the service sector. While the manufacturing-focused research has contributed to the development of firm internationalisation through improved strategies, the international business climate has been largely unstable and continuously evolving with appreciable shift of interest to emerging economies for foreign direct investment (FDI) opportunities that will leverage technology to drive innovation; especially in the services sector. This is to foster the survival and expansion of international sales and internationalisation. The irony is that international service firms increasing growth has contributed immensely to the services position in the global trade, and there is need for international marketing theory and practice based on services internationalisation, and not just the current understanding and international marketing strategies solely rooted in the manufacturing sector. In response to this lacuna of knowledge in the existing knowledge and professional practice, this mixed methods action research inquiry attempts to shed light in the field through the development of a comprehensive framework of the precedence of competitive advantage in the context of international service ventures, and to further identify if the study findings can bring actionable knowledge and change in the researcher’s organisation. A major problem being addressed by this research is an in-depth understanding on why some international service ventures are successful in expanding their business internationally? What are the drivers of competitive advantage behind these international service ventures? Based on the dynamic capabilities theory and international marketing strategy literature reviewed, a set of research hypotheses developed and empirically tested affirming that the development and adoption of certain dynamic capabilities enhances the marketing capabilities available to international service ventures. This further fortifies the international service venture ability to achieve a proper fit between the international marketing strategy being pursued and the environmental context of implementation. Data collected from 260 international service ventures in Nigeria. The study findings formed the basis of reflection and discussion within the researcher workplace focus-group in order to identify how they could bring actionable knowledge and change in the researcher’s organization. The study results reveal a positive relationship between international marketing strategy fit and competitive advantage. International entrepreneurial proclivity found to be a significant precursor of sensing and reconfiguring processes where the actual influence fluctuates across different entrepreneurial proclivity aspects. By using mixed methods action research through a cyclic approach as an insider action researcher, the researcher was able to apply the survey findings in practice through focus-group taking action, evaluating the action and monitoring through quantitative and qualitative approaches within the context of the conceptual framework in order to solve this workplace-based problem and also to improve his practice. The findings discussed in light of existing knowledge, and possible limitations of the study considered. As a DBA action research project emphasis is placed on the implications/relevance of the research findings to scholars, business practitioners, managers, policy makers, investors and international service venture development. Future research opportunities identified and discussed. KEYWORDS: International entrepreneurial proclivity, international dynamic capabilities, marketing capabilities, marketing strategy fit, international service advantage, competitive advantage, international service venture, internationalisation of services, mixed methods action research.
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Hall, Kenneth D. "EXPLORING THE INFLUENCE OF COLLABORATIVE CAPABILITIES ON FOCAL-FIRM PRODUCT OUTCOMES: THE MEDIATING ROLE OF SUPPLIER CAPABILITIES." Cleveland State University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=csu1384854810.

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Gustas, Tadas, and Caroline Blixt. "Breaking the Barriers of Internationalization through Marketing : An exploratory study of INVs' marketing approach." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-298790.

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This thesis explores how the resources of marketing capabilities, business networks, and financial resources, influence the marketing approach of international new ventures. Building on the resource based view, the market entry of firms and how they compete is analyzed by exploring the resources and capabilities of INVs. By using a qualitative research method, this thesis identifies the three resources of marketing capabilities, business networks, and financial resources to be highly influential for INVs’ marketing approach. Also there has been shown to be a synergetic effect between the resources, and that the cross-industrial and cross-business type sampling did not entail any divergences, but rather similar patterns. Four main findings can be identified as a result of our analysis. First, market knowledge prior to internationalization is shown to be key. Second, the creation of trust through transparency in business networks spark business network opportunities and long-term relationships. Third, utilizing technological tools for marketing endeavors becomes highly efficient. Fourth, tackling financial limitations through the implementation of a low-cost strategy is shown to be essential. The findings of this research has great potential of contributing to managerial practice when working with marketing aspirations, as well as being a starting point for future research in the field of INVs and the resource based view theory. The study has limitations in regards to the scope of the research.
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Vasfi, Tashkin. "An investigation of marketing capabilities and performance in the UK's non-profit organisations." Thesis, University of Essex, 2015. http://repository.essex.ac.uk/17157/.

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Recent studies in marketing theories have developed the conceptualisation of marketing capabilities in for-profit businesses. Despite the evidence of the importance of marketing capabilities in shaping the direction of marketing in for-profit businesses, only a small amount of research investigating the concept of marketing capabilities in the non-profit organisation context. Building on the existing literature of marketing and non-profit marketing, this research offers an investigation into marketing capabilities and market orientation on performance in non-profit organisation. A quantitative research method was adopted and a survey was used to gather data from the UK-based non-profit organisations. Together with the literature review, research hypotheses and an operational model was developed. The model was tested with a survey which was directed at managers and executives of different UK non-profit organisations. Structural equation modelling was used to analyse the survey responses. The structural model showed a good fit with the data and good convergent and discriminant validity as well as reliability stability. This research is the first to formulate and develop the concepts of marketing capabilities and market orientation in the non-profit context. The outcome of this research adds new perspectives to the growing body of non-profit marketing literature, and suggests directions for future research. This research also offers important implications for management bodies in the non-profit organisations and public policy-makers alike.
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Trez, Guilherme. "A influência da estrutura de marketing no processo de implementação de estratégia de marketing." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2009. http://hdl.handle.net/10183/17148.

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A compreensão dos fatores que influenciam a implementação de estratégia em marketing é um problema que desafia os pesquisadores da área desde o início da década de 1980. Para abordar o referido tema, esta investigação utilizou uma perspectiva de análise baseada na visão estruturalista da implementação. A realização desta tese se deu com o desenvolvimento de um modelo que contempla as seguintes dimensões dessa visão de implementação: Estrutura Organizacional de Marketing, Capacidades de Marketing e Dispersão de Marketing. Além disso, é analisada a utilização de relações interfirmas como meio de acessar recursos e capacidades indisponíveis na organização. Foi realizada uma pesquisa com empresas fabricantes de móveis no Brasil para o teste das hipóteses propostas, na qual foi obtida uma amostra de 424 casos válidos para o estudo. O uso de modelagem de equações estruturais permitiu a avaliação da influência dos construtos da estrutura de marketing na implementação de uma estratégia de desenvolvimento de novos produtos. Verificou-se que o modelo evidencia a influência desses construtos na implementação da referida estratégia. Mais especificamente, identifica-se que a Estrutura Organizacional e a Dispersão de Marketing influenciam positivamente as Capacidades de Marketing. Essas, quando divididas em Capacidades Arquiteturais e Especializadas proporcionam maiores subsídios para a compreensão de seus antecedentes e das influências que causam nos construtos de desempenho. Além disso, verificou-se que a tipologia de estruturas Orgânicas e Burocráticas é útil para o estudo das relações que envolvem estrutura de marketing, visto que são capazes de discriminar empresas a partir de suas características organizacionais. No que diz respeito à utilização de relações interfirmas, os resultados indicam a relevância de sua análise para o estudo da implementação de marketing, verificou-se que a influência da Dispersão de Marketing nas Capacidades de Marketing somente é significativa no contexto de empresas que utilizam tais relações.
Understanding the factors that influence the implementation of marketing strategy is an issue that challenges the researchers since the early 1980's. To address this issue, this research used an analysis based on the perspective of structuralist view of implementation. To conduct this study was developed a model that includes the following dimensions of this vision of implementation: Organizational Marketing Structure, Marketing Capabilities and Marketing Dispersion. Furthermore, it examined the use of interfirm relationships as a means to access resources and capabilities not available in the organization. We performed a search with furniture manufacturers in Brazil to test the hypotheses proposed, which was obtained a sample of 424 valid cases for the study. The use of structural equation modeling allowed the evaluation of the structural marketing constructs influence in the new product development strategy implementation. It was found that the model confirms the influence of these constructs in the strategy implementation. More specifically, it identifies that the Organizational Structure and the Marketing Dispersion positively influence the Marketing Capabilities. The capabilities divided into Specialized and Architectural Capabilities provided greater contribution to the understanding of their antecedents and influences that it cause to the performance constructs. Furthermore, we found that the Organic and Bureaucratic types of organizational structures are useful to the study of marketing structure, because with that types is possible to discriminate firms structures. Regarding the use of interfirm relationships, the results indicate the importance of its analysis to study the marketing implementation. It was found that the influence of Marketing Dispersion in Marketing Capabilities is only significant in the context of companies that use such relations.
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Song, Moxi. "Information sharing, ordinary capabilities and firm performance: the moderating role of market orientation." HKBU Institutional Repository, 2014. https://repository.hkbu.edu.hk/etd_oa/97.

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Today’s turbulent business environment has made external knowledge a dominant source of information in firms’ attempt to develop and maintain a sustainable competitive advantage. Firms need to share and acquire new knowledge as they seek to develop new applications and to survive. Therefore, whether inter-firm information sharing has a direct effect on firm performance has become a central question in studies on strategic management and supply chain management. However, the empirical results remain largely divergent and inconclusive, ranging from a positive relationship to a negative relationship. This study advanced the literature by examining the mediating role of ordinary capabilities (manifested by operations capabilities) in the relationship between information sharing and firm performance. By drawing on the dynamic capabilities perspective, we propose that information sharing, as a dynamic capability, deploys and reconfigures the existing operations capabilities, which in turn lead to superior firm performance. Furthermore, we used a dimensional approach to look at how the two types of information sharing, focal manufacturer-key suppliers (MS) information sharing and focal manufacturer-key buyers (MB) information sharing, may affect both ordinary capabilities and firm performance. Moreover, this study investigated how a firm’s market orientation moderates the information sharing-operations capabilities link. We argue that market orientation positively strengthens the effects of both MS information sharing and MB information sharing on operations capabilities by driving a continuous and proactive disposition to meeting customer needs. We randomly chose as our sample manufacturing firms from the official list provided by the provincial Association of Entrepreneurs in the Ning Xia autonomous region of China. The data collection was performed over a two-month period and 154 cases were considered valid for our study. Multiple regression and bootstrapping methods were used to test our model. Most of the key hypotheses have been supported. First, operations capabilities fully mediate the relationships between both types of information sharing and performance. Moreover, the three dimensions of market orientation (i.e., market intelligence generation, dissemination, and responsiveness) positively moderate the effects of both MS and MB information sharing on operations capabilities, except for the moderating effect of market intelligence generation in the relationship between MB information sharing and operations capabilities. Several implications, both theoretical and practical, are envisaged. First, our findings, which reveal that operations capabilities fully mediate the effects of information sharing on firm performance, contribute to unpacking the black box of information sharing and performance relationship in the buyer-supplier relationship context. The study offers an alternative explanation for the inconclusive empirical results regarding the relationship between information sharing and firm performance. We propose and verify a theoretical claim suggesting that information sharing is a necessary but insufficient condition to improve firm performance, and operations capabilities that are extended, modified, changed, and/or created by using information sharing determine the firm’s market position, which in turn transforms the potential benefits of information sharing into superior firm performance. Second, our study goes one step beyond existing studies on the interactive effects of marketing capabilities and marketing orientation on firm performance. We demonstrate that it is the interactive effects of dynamic capabilities (information sharing) and market orientation on the development of ordinary capabilities (operations capabilities) that really matter to a firm’s sustained performance supremacy in the long term. The practical implication is that managers must ensure that their firms have ongoing inter-firm information sharing arrangements with their suppliers and buyers. At the same time, they should have good operations capabilities to take advantage of the shared information and transform the benefits into superior firm performance. Another practical implication is that manufacturers need a corporate culture of market orientation to maximize the positive effects of both MS and MB inter-firm information sharing on the development of operations capabilities since at the end of the day it is operations capabilities that contribute directly to the supremacy of a firm’s performance. Keywords: Information Sharing; Dynamic Capabilities; Ordinary Capabilities; Market Orientation
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Bornhofen, Robert J. "How Organizations Adapt Social Media Capabilities as a Competitive Advantage." Thesis, University of Maryland University College, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3565897.

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This paper is a systematic review of scholarly studies that examines how organizations enhance their ability to generate value through social media. It explores why some organizations are able to adopt and benefit from social media while others cannot. Specifically, it examines: (i) how people and social networks are essential to create value at the organizational level, (ii) how leadership sets the vision and convinces others on the need for change, and (iii) what types of strategy can be implemented to enable knowledge creation through social networks. Argument is made on the vital importance of two variables in particular—leadership and strategy—and their role in moderating how the organization accepts and incorporates change to enhance overall effectiveness and efficiency. Evidence-based research is used to describe relevant theory and practice through qualitative and quantitative sources. It examines how organizations overcome the hurdles associated with change, and how individuals learn to accept new methods to connect, share knowledge, and create value through Web 2.0 technology.

Social media challenges an organization’s ability to manage individuals and information. It requires a shift in the way people work and think; it requires a culture adjustment in how people collaborate in new, more inclusive ways other than relying on the same imbedded methods and inner core of co-workers for answers.

Keywords: Social Media, Social Networks, Leadership, Strategy, and Organizational Culture.

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Books on the topic "Marketing capabilities"

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Day, George S. Capabilities for forging customer relationships. Cambridge, MA: Marketing Science Institute, 2000.

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Day, George S. The capabilities of market-driven organizations: Commentary. Cambridge, Mass: Marketing Science Institute, 1993.

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Mhairi, McEwan, ed. The growth drivers: The definitive guide to building marketing capabilities. Hoboken, NJ: Wiley, 2011.

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National Seminar on Enhancing Malaysia's Export Capabilities (1990 Kuala, Lumpur, Malaysia). Enhancing Malaysia's export capabilities: Proceedings of the National Seminar on Enhancing Malaysia's Export Capabilities, Kuala Lumpur, August 7-8, 1990. [Kuala Lumpur]: Institute of Strategic and International Studies, Malaysia, 1991.

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Bird, Andy, and Mhairi McEwan. Growth Drivers: The Definitive Guide to Transforming Marketing Capabilities. Wiley & Sons, Incorporated, John, 2012.

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Bird, Andy, and Mhairi McEwan. Growth Drivers: The Definitive Guide to Transforming Marketing Capabilities. Wiley & Sons, Limited, John, 2015.

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Bird, Andy, and Mhairi McEwan. Growth Drivers: The Definitive Guide to Transforming Marketing Capabilities. Wiley & Sons, Incorporated, John, 2011.

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Bird, Andy, and Mhairi McEwan. Growth Drivers: The Definitive Guide to Transforming Marketing Capabilities. Wiley & Sons, Incorporated, John, 2011.

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Bird, Andy, and Mhairi McEwan. Growth Drivers: The Definitive Guide to Transforming Marketing Capabilities. Wiley & Sons, Incorporated, John, 2011.

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Enhancing Malaysia's export capabilities: Proceedings of the National Seminar on Enhancing Malaysia's Export Capabilities, Kuala Lumpur, August 7-8, 1990. Institute of Strategic and International Studies, Malaysia, 1991.

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Book chapters on the topic "Marketing capabilities"

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Nijssen, Edwin J. "Developing the new firm's marketing and sales capabilities." In Entrepreneurial Marketing, 137–46. 3rd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003010197-10.

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Chadwick, Simon, Nicholas Burton, and Cheri Bradish. "Ambush Marketing in Sport." In When Sport Meets Business: Capabilities, Challenges, Critiques, 108–19. 1 Oliver’s Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2017. http://dx.doi.org/10.4135/9781473984226.n8.

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Mitręga, Maciej, and Anna L. Wieczorek. "Dynamic Marketing Capabilities in Intercultural Environment." In Eurasian Business Perspectives, 145–57. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-52294-0_9.

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Crittenden, Victoria L., and William F. Crittenden. "On Becoming Market Oriented in a Commodity Market: Aligning Internal Operational Capabilities with Customer Needs." In Commodity Marketing, 255–64. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-90657-3_14.

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Polat, Volkan, and Ali E. Akgün. "Revisiting the Marketing Capabilities from an Adaptive Perspective: An Abstract." In Creating Marketing Magic and Innovative Future Marketing Trends, 1139–40. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-45596-9_209.

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Verhoef, Peter C., Edwin Kooge, Natasha Walk, and Jaap E. Wieringa. "Building successful data analytics capabilities." In Creating Value with Data Analytics in Marketing, 275–303. 2nd ed. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003011163-12.

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Platis, Charalampos, and Emmanouil Zoulias. "Leadership Capabilities and their Effect on Job Performance, an Approach in Healthcare Sector." In Strategic Innovative Marketing, 365–71. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-33865-1_46.

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Asseraf, Yoel, and Aviv Shoham. "Marketing Capabilities and the “Salmon Run” Toward Adaptation." In Rediscovering the Essentiality of Marketing, 491–92. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29877-1_98.

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Kubo, Tomokazu. "The Effect of Organizational Capabilities on Marketing Strategy Performance." In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 133–38. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-18687-0_59.

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Vorhies, Douglas W., Stefan Linhoff, Abhijit Patwardhan, and Wenbin Sun. "Marketing Strategy, Capabilities, and Performance: An Organizational Learning-Based View." In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 219. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11806-2_99.

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Conference papers on the topic "Marketing capabilities"

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Doshi, Priyanka, and Ragav Sandhane. "Enhancing marketing capabilities using blockchain." In INDUSTRIAL, MECHANICAL AND ELECTRICAL ENGINEERING. AIP Publishing, 2022. http://dx.doi.org/10.1063/5.0112355.

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Hao, S. B. O., and P. B. Gao. "Matching Mechanism between Technological Capabilities and Marketing Capabilities." In 2015 International Conference on Industrial Technology and Management Science. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/itms-15.2015.408.

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Utomo, Humam Santosa, and Susanta Susanta. "The Effect of Digital Marketing Capability Against Marketing Performance with Innovation as mediation (Study on Batik SMEs during the Covid-19 Pandemic)." In LPPM UPN "VETERAN" Yogyakarta International Conference Series 2020. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/pss.v1i1.193.

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There The Covid-19 pandemic has an impact on SMEs in Bantul, Yogyakarta. During a pandemic, SMEs rely on digital marketing to access consumers. This study aims to examine the effect of digital marketing capabilities on innovation capabilities, the influence of digital marketing capabilities on marketing performance, and innovation capabilities on marketing performance. The research was conducted on SMEs that produce batik at the Giriloyo batik center and the Wijirejo batik center, Bantul, Yogyakarta. Respondents of this study believe 81 SMEs were selected by cluster sampling. The research instrument used a questionnaire and the data were processed using SPSS and WarpPLS. The results of this study found that digital marketing capabilities have a significant effect on innovation capabilities, digital marketing capabilities have a significant effect on marketing performance, and innovation capabilities have a significant effect on marketing performance. The results of this study are useful for SMEs to improve their digital marketing capabilities and the government to participate in providing technical training related to online sales.
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Puke, Ieva, Anda Batraga, Jelena Salkovska, and Henrijs Kalkis. "Specific Marketing Capabilities for Improved Export Performance in Young Firms." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002655.

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The key challenge for young firms in export markets is to find the market opportunity and to develop an appropriate value proposition. The aim of this study is to identify the specific marketing capabilities that support the process of internationalization in young firms and to develop the model that links marketing capabilities to the export performance. The research model was tested within young exporting firm sample in Latvia. Quantitative data was analysed using factor analysis and structural equation modelling with PLS-SEM. This study identifies a unique set of marketing capabilities that enhance the export performance. Strategic marketing capabilities that have a positive effect on export performance are 1) customer engagement (the largest effect), 2) partner linking, 3) market sensing, 4) new product development and 5) strategic creativity capabilities. Firms need to develop cultural marketing capabilities - agility, proactivity, adaptiveness and openness to experiments in the export marketing process. This type of behaviour, particularly proactivity and openness to experiments, has a positive effect on export results and enhances the level of strategic marketing capabilities. The research model can be used by export firm managers and owners to improve the export performance and by government export promotion program leaders to develop and substantiate support tools and activities.
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Maryanti, Ananda Sabil Hussein, and Kusuma Ratnawati. "Adaptive Marketing Capabilities on Marketing Performance (Study on SMEs Creative Economy Sector)." In 3rd Asia Pacific International Conference of Management and Business Science (AICMBS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200410.024.

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Simanjuntak, Evi Rinawati, Firmanzah, T. Ezni Balqiah, and Teddy Pawitra. "CRM CAPABILITIES AND MARKETING EFFECTIVENESS: THE MEDIATING ROLE OF INTERACTIVE MARKETING IMPLEMENTATION." In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.06.08.05.

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Sumiati, Siti, Alifah Ratnawati, Ahmad Mohd Zahari, and Nurul Aziz. "Business Performance Based on Specialized and Architecture Marketing Capabilities." In Proceedings of the 1st International Conference on Islamic Civilization, ICIC 2020, 27th August 2020, Semarang, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.27-8-2020.2303272.

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Ferreira, Jorge, Sofia Cardim, and Frederico Branco. "Dynamic capabilities, marketing and innovation capabilities and their impact on competitive advantage and firm performance." In 2018 13th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2018. http://dx.doi.org/10.23919/cisti.2018.8399271.

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Qiong Yao, Jingman Xu, and Yong Zhang. "Technological innovation and performance: R & D and marketing capabilities perspective." In 2011 International Conference on Business Management and Electronic Information (BMEI). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5916999.

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Kamasak, Rifat. "Marketing capabilities revisited: a resource-based study in the automotive industry." In 5th International Conference on Management, Economics and Finance. Acavent, 2022. http://dx.doi.org/10.33422/5th.icmef.2022.07.200.

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Reports on the topic "Marketing capabilities"

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LVOVICH, Ya, A. PREOBRAZHENSKIY, and Yu PREOBRAZHENSKIY. ANALYSIS OF TRANSPORT SYSTEM MANAGEMENT CAPABILITIES. Science and Innovation Center Publishing House, 2022. http://dx.doi.org/10.12731/2070-7568-2022-11-1-4-44-53.

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The paper discusses the task related to the management of the transport system. The possibilities of securing orders are shown. An algorithm for evaluating work at the stages of marketing research is given.
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