Building marketing capabilities: principles from the field

Jaworski, Bernard J.; Lurie, Robert S.

doi:10.1007/s13162-019-00160-w

Cited by 12 publications

(6 citation statements)

References 7 publications

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“…see Kumar et al, 2011). The development of market orientation in firms' foreign markets itself acts as a catalyst for firms' MCs, enabling them to transform to be more dynamic in nature (Jaworski and Lurie, 2019;Cortez and Hidalgo, 2022). That is, the effectiveness of MCs relies on a company's strategic orientation and its capacity to allocate resources for the implementation of research and development and market diffusion efforts (Davcik et al, 2021).…”

Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

“…However, the existing body of literature implies that there is more than just 1 MC (Mitręga, 2020) and not all hold equal value (Jaworski and Lurie, 2019), which raises questions about whether the significance and value of identical MCs may vary across different contexts (Morgan, 2019; Cortez and Hidalgo, 2022). This takes us to numerous conceptualizations of MCs (as well as DMCs and IMCs), discussed later, and the conclusion that there is no unified view on the phenomenon.…”

Section: Theoretical Challenges For Idmcsmentioning

confidence: 99%

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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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Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

Section: Theoretical Challenges For Idmcsmentioning

confidence: 99%

International dynamic marketing capabilities: developments and a research agenda

Pfajfar,

Mitręga,

Shoham

2024

IMR

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“…To explain the link between sales employees' adoption of a PSA application and their job performance, we draw on the marketing capabilities model (Morgan, 2019). A firm's marketing capabilities comprise complex, coordinated patterns of skills, knowledge, and technology that become embedded as routines over time (Day, 1994;Jaworski & Lurie, 2019;Morgan et al, 2009). The concept originated from the resource-based view, which argues that firms acquiring inimitable resources and capabilities can gain a sustainable competitive advantage (Kozlenkova et al, 2014).…”

Section: From Psa Adoption To Job Performancementioning

confidence: 99%

A theory of predictive sales analytics adoption

Habel

Alavi²,

Heinitz³

2023

AMS Rev

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Given the pervasive ubiquity of data, sales practice is moving rapidly into an era of predictive analytics, using quantitative methods, including machine learning algorithms, to reveal unknown information, such as customers’ personality, value, or churn probabilities. However, many sales organizations face difficulties when implementing predictive analytics applications. This article elucidates these difficulties by developing the PSAA model—a conceptual framework that explains how predictive sales analytics (PSA) applications support sales employees’ job performance. In particular, the PSAA model conceptualizes the key contingencies governing how the availability of PSA applications translates into adoption of these applications and, ultimately, job performance. These contingencies determine the extent to which sales employees adopt these applications to revise their decision-making and the extent to which these updates improve the decision outcome. To build the PSAA model, we integrate literature on predictive analytics and machine learning, technology adoption, and marketing capabilities. In doing so, this research provides a theoretical frame for future studies on salesperson adoption and effective utilization of PSA.

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“…Za organizację zadań o charakterze publicznym zasadniczo odpowiadają organy administracji publicznej, jednak w celu zwiększenia skuteczności działań część z nich przekazywana jest innym podmiotom administrującym, wśród których znajdują się również organizacje pozarządowe. Są to podmioty społeczne lub prawne, które w obecnej rzeczywistości na podstawie przepisów ustawowych, zawieranych porozumień administracyjnych i umów oraz poprzez współdziałanie realizują znaczną część zadań publicznych 46 . Termin "organizacje pozarządowe" sięga 1950 roku, kiedy określenia tego użyto na forum Organizacji Narodów Zjednoczonych.…”

Section: Organizacje Pozarządowe W Systemie Bezpieczeństwa I Porządku...unclassified

Samorząd a organizacje pozarządowe w systemie bezpieczeństwa

Pietrzkiewicz

2023

iuseta

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Celem niniejszego artykułu jest zaprezentowanie korelacji w systemie bezpieczeństwa i porządku publicznego zachodzącej na szczeblu jednostek samorządu terytorialnego między nimi a organizacjami pozarządowymi. Zapewnienie bezpieczeństwa, spokoju i porządku publicznego należy do sfery zadań administracji publicznej i to administracja ponosi odpowiedzialność za odpowiedni stan tych dziedzin w codziennym funkcjonowaniu obywateli. W państwach o ustroju demokratycznym organizacje pozarządowe obok instytucji państwowych i samorządowych stanowią istotny element w systemie bezpieczeństwa i porządku publicznego. W ramach niniejszego opracowania przedstawiono rolę i zadania m.in. Ochotniczych Straży Pożarnych, Polskiego Czerwonego Krzyża oraz Międzynarodowego Stowarzyszenia Policji.

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Building marketing capabilities: principles from the field

Cited by 12 publications

References 7 publications

International dynamic marketing capabilities: developments and a research agenda

International dynamic marketing capabilities: developments and a research agenda

A theory of predictive sales analytics adoption

Samorząd a organizacje pozarządowe w systemie bezpieczeństwa

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