Comparing the impact of different marketing capabilities: Empirical evidence from B2B firms in China

Guo, Huiling; Xu, Hangjun; Tang, Chuanyi; Liu‐Thompkins, Yuping; Guo, Zhaoyang; Dong, Baobao

doi:10.1016/j.jbusres.2018.04.010

Cited by 84 publications

(185 citation statements)

References 64 publications

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“…Adaptive marketing capabilities (AMCs) emphasize that firms can "adjust quickly to fast-changing markets" only by (1) "vigilant market learning that enhances deep market insights", (2) "adaptive market experimentation that continuously learns", and 3"open marketing that forges relationships with partners that are more closely attuned to market changes" [10]. Guo et al compared the respective influence of static marketing capabilities, dynamic marketing capabilities, and AMCs on enterprise performance in the business-to-business domain; the results indicated that of the three types of marketing capabilities examined, AMCs had the largest influence on the marketing performance of enterprises, and that this effect was especially prominent in a turbulent marketing environment [9]. One main characteristic of AMCs is their provision of immediate feedback on changes in the market.…”

Section: Relationship Between Amcs and Sustainable Innovation Performmentioning

confidence: 99%

“…To ensure the reliability and validity of the questionnaire, all items used for measuring this study's variables were selected from mature studies in the literature. The measurement scale of AMCs was adapted from the scale used in Guo et al [9]. The scale comprised 12 items grouped into three dimensions: vigilant market capability, market experimentation capability, and open marketing capability.…”

Section: Variables and Measuresmentioning

confidence: 99%

“…Most existing studies have focused on dynamic marketing capabilities, and do not differentiate their applicable conditions and effects. Recently, some relevant studies have noted that adaptive marketing capabilities (AMCs) are more effective than their static counterparts [9]. Day (2014) believes that AMCs enable enterprises to rapidly adapt to changes in the competition environment.…”

Section: Introductionmentioning

confidence: 99%

“…Opportunity exploitation is inseparable from resource acquisition and utilization in practice. The effective integration of opportunity exploitation with resource development and integration is key to an enterprise's success [9], as well as a source of the value crucial for maintaining an enterprise's core competitiveness [10].…”

Section: Introductionmentioning

confidence: 99%

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Enterprise Adaptive Marketing Capabilities and Sustainable Innovation Performance: An Opportunity–Resource Integration Perspective

Shen

Sha

2020

Sustainability

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As innovative entrepreneurship in China has increased, the transformation and upgrade of mature enterprises through secondary innovation has become a pressing issue. Using the concept of opportunity–resource integration as the research framework, this study examines the relationships between adaptive marketing capabilities (AMCs), opportunity exploitation, and sustainable innovation performance (SIP). The potential moderating effect of organizational legitimacy on these relationships is also investigated. Based on collected data from 163 high tech enterprises based in the Pearl River Delta region of China, the current study confirms that, first, both enterprise AMCs and opportunity exploitation significantly and positively affect sustainable innovation performance, and, second, that interaction between AMCs and opportunity exploitation significantly and positively affect SIP. The results also demonstrated that organizational legitimacy positively moderates not only the direct effects on SIP from both AMC and opportunity exploitation, but also the effect on SIP from the interaction between AMCs and opportunity exploitation.

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Section: Relationship Between Amcs and Sustainable Innovation Performmentioning

confidence: 99%

Section: Variables and Measuresmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Enterprise Adaptive Marketing Capabilities and Sustainable Innovation Performance: An Opportunity–Resource Integration Perspective

Shen

Sha

2020

Sustainability

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“…The coopetition between Sony and Samsung is a good example of addressing major technological challenges, creating benefits for partnering firms, and advancing technological alliances [58,59]. For many years, Samsung Electronics' key mission was to beat Sony Corporation as the world's top electronics maker, and both Sony and Samsung competed vigorously in many electronic product-market segments.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Vertical vs. Horizontal: How Strategic Alliance Type Influence Firm Performance?

Dong

2019

Sustainability

Self Cite

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Strategic alliances have become a key focus in the management and marketing literature. However, much of the previous research in this area has focused on the antecedents and accounting effects of strategic alliances. There is an opportunity to more closely examine how alliance types might influence the public equity markets. As a result, this study summarizes the literature for the theoretical foundation of strategic alliances to increase the understanding of the two main types of strategic alliances, that is industry scope (vertical vs. horizontal alliances) and size scope (asymmetric vs. symmetric alliances). Then, this study proposes a conceptual framework to examine the main and relative effects between different types of strategic alliances and firm performance. Using the Bloomberg Mergers and Acquisitions (M&A) database from 1 January 2010 to 1 January 2016, we find that vertical symmetric alliances gain more abnormal returns than others. Finally, implications and limitations are also discussed.

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Are born global firms really a “new breed” of exporters? Empirical evidence from an emerging market

2022

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This study investigates and compares born global (BG) firms and non-BG firms in Malaysia. We employed the multigroup analysis technique with structural equation models to test six hypotheses to determine the differences and similarities between two proposed models of BG and non-BG firms across a wide range of industries. The study reveals differences between the antecedents of marketing capabilities for BGs versus non-BGs, indicating that the performance enabling mechanisms differ between the groups. More precisely, the ability of BG firms to convert digital and entrepreneurial orientations into marketing capabilities is found to be a distinguishing characteristic of these firms. Moreover, non-BGs utilize government support to build marketing capabilities and obtain superior performance in the international market. This result suggests that governmental export promotion initiatives in Malaysia should be adjusted to increase relevance for BGs. The findings indicate that marketing capabilities play an essential role in the international market performance of both BGs and non-BGs. An important implication is that managerial focus and actions need to be adjusted depending on the type of firm. The two types of firms are not equal; if they are managed similarly, misjudgment will arise.

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Comparing the impact of different marketing capabilities: Empirical evidence from B2B firms in China

Cited by 84 publications

References 64 publications

Enterprise Adaptive Marketing Capabilities and Sustainable Innovation Performance: An Opportunity–Resource Integration Perspective

Enterprise Adaptive Marketing Capabilities and Sustainable Innovation Performance: An Opportunity–Resource Integration Perspective

Vertical vs. Horizontal: How Strategic Alliance Type Influence Firm Performance?

Are born global firms really a “new breed” of exporters? Empirical evidence from an emerging market

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