AI-Enabled marketing capabilities and the hierarchy of capabilities: Conceptualization, proposition development, and research avenues

Manis, Kerry T.; Madhavaram, Sreedhar

doi:10.1016/j.jbusres.2022.113485

Cited by 31 publications

(21 citation statements)

References 270 publications

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“…In the case of a surplus, King Abdullah II Center for Design and Development can use several policies to reduce the number of human resources, for instance, adopting policies that encourage early retirement and termination of service. This result matches Manis and Madhavaram (2023), who showed the importance of information technology in supporting marketing capabilities and enabling them to use artificial intelligence applications. The center is based on the selection and appointment of human resources on the analysis of the jobs to be filled, which includes the tasks and duties of the job as well as the scientific and practical qualifications of the incumbent The management of the center determines the number and type of workers that you will need in the future in the departments and sections to determine the surplus or deficit of workers 3.…”

Section: Resultssupporting

confidence: 84%

Strategic planning of human resources as an entrance to enhance marketing capabilities: A case study of King Abdullah II Center for Design and Development (KADDB)

Abu-Jalil

Okour

Essbaih

2023

Problems and Perspectives in Management

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The study aims to identify the impact of strategic planning of human resources in enhancing marketing capabilities at the King Abdullah II Center for Design and Development (KADDB). The descriptive and analytical methods were used to understand the effect of human resource planning in enhancing marketing capabilities. The research population includes all departments in the respective center. As for the sample, it consisted of 65 marketing and sales managers and workers in the marketing departments. A self-administered questionnaire was used to collect the research data. The results showed a significant effect of strategic planning for human resources in enhancing marketing capabilities at KADDB (R2 = 0.619, sig &lt; 0.05). It was also found that strategic planning for human resources contributes to increasing the leader ability to do their work diligently and proficiently and improving the ability to organize work, distribute duties to subordinates, and coordinate efforts. Therefore, this study recommends giving strategic planning to human resources the importance it deserves for its active role in enhancing marketing capabilities at KADDB.

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Section: Resultssupporting

confidence: 84%

Strategic planning of human resources as an entrance to enhance marketing capabilities: A case study of King Abdullah II Center for Design and Development (KADDB)

Abu-Jalil

Okour

Essbaih

2023

Problems and Perspectives in Management

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“…At the analytical level we propose IDMCs to embrace international marketing resilience capability (G€ olgeci and Kuivalainen, 2020; Wulandhari et al, 2022;Nguyen et al, 2023), international marketing knowledge management capability (Scuotto et al, 2022), AI-enabled IDMCs (Manis and Madhavaram, 2023) and other industry 4.0-enabled IDMCs (Nayal et al, 2023). Firm's resilience can be defined as "an ability to absorb shocks in the form of extreme events and an adaptive capability to adjust to new circumstances" (Johnson et al, 2013, p. 325).…”

Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

“…Although individual employees in international marketing are the primary source of knowledge that cannot be easily copied, today's marketers rely more and more on the technologies to conduct international marketing activities. There are some, who even claim that all MCs can be enabled by technology (Manis and Madhavaram, 2023). Thus, international marketing knowledge management capabilities need to be complemented by recently introduced industry 4.0-enabled IDMCs (Nayal et al, 2023).…”

Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

International dynamic marketing capabilities: developments and a research agenda

Pfajfar,

Mitręga,

Shoham

2024

IMR

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PurposeIn this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.Design/methodology/approachThis is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.FindingsExisting typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.Originality/valueThis paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.

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“…Artikel keempat membahas tentang bagaimana AI dapat membantu perusahaan dalam meningkatkan kemampuan pemasaran mereka. AI dapat membantu dalam memahami perilaku konsumen, memprediksi perilaku konsumen di masa depan, dan memberikan rekomendasi produk yang tepat kepada konsumen (Manis, et al, 2023).…”

Section: Temuanunclassified

Kegiatan Marketing Modern serta Penggunaan Kecerdasan Buatan (AI) untuk Meningkatkan Efektivitas Pemasaran Perusahaan

Octavio¹

2023

Preprint

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Penelitian ini bertujuan untuk menguji efektivitas penggunaan kecerdasan buatan (AI) dalam kegiatan pemasaran modern untuk meningkatkan efektivitas pemasaran perusahaan. Penelitian ini menggunakan pendekatan kuantitatif dan kualitatif dengan metode survei dan wawancara. Sampel penelitian terdiri dari perusahaan-perusahaan di berbagai sektor yang menggunakan kegiatan pemasaran modern dan AI dalam strategi pemasaran mereka. Hasil penelitian menunjukkan bahwa penggunaan AI dapat meningkatkan efektivitas pemasaran perusahaan dalam hal peningkatan jumlah konversi, target audience yang lebih akurat, dan pengambilan keputusan pemasaran yang lebih baik. Temuan ini dapat membantu perusahaan dalam mengembangkan strategi pemasaran yang lebih efektif dan memanfaatkan teknologi AI sebagai alat pemasaran yang penting di era digital saat ini.

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AI-Enabled marketing capabilities and the hierarchy of capabilities: Conceptualization, proposition development, and research avenues

Cited by 31 publications

References 270 publications

Strategic planning of human resources as an entrance to enhance marketing capabilities: A case study of King Abdullah II Center for Design and Development (KADDB)

Strategic planning of human resources as an entrance to enhance marketing capabilities: A case study of King Abdullah II Center for Design and Development (KADDB)

International dynamic marketing capabilities: developments and a research agenda

Kegiatan Marketing Modern serta Penggunaan Kecerdasan Buatan (AI) untuk Meningkatkan Efektivitas Pemasaran Perusahaan

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