Creating a Firm-Level Dynamic Capability through Capitalizing on Market Orientation and Innovativeness

Mengüç, Bülent; Auh, Seigyoung

doi:10.1177/0092070305281090

Cited by 549 publications

(497 citation statements)

References 47 publications

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“…Our results also support Gabler et al [16], in suggesting that innovative local governments not only have become pioneers of green technology, they also develop their green resources, making these resources part of their own identity and transferable to others. Just as innovativeness amplifies the influence of market orientation on firm performance [72], we find that eco-oriented local governments that are innovative, are best suited to develop and optimize the human, business, and technology resources necessary in the formation of a sustainable eco-system, and ultimately to achieve a competitive advantage in attracting new citizens and companies to a "green" region.…”

Section: Discussion and Limitationsmentioning

confidence: 89%

Environmental Orientation in Swedish Local Governments

2018

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This study explores the environmental orientation in Swedish local governments. Environmental concerns over potential risk factors have become more important and popular among public organizations and environmental improvement efforts are made to create a sustainable ecosystem for the actors doing business, living and working in the area. Prior research indicates that public organizations have started to become more environmentally oriented in order to take on more responsibilities for reducing their own environmental impact as well as influencing the citizens and local businesses in the direction of a more sustainable way of living and working. Through a survey of Swedish local governments we conclude that they are taking on a key role in developing a sustainable ecosystem through becoming more environmentally oriented. This includes developing a framework for setting environmental goals, identifying suitable environmental indicators and reporting to a wide range of stakeholders. A factor that explains the increasing environmental orientation in the public sector is the implementation of digitalized performance measurement systems. We find that the environmental performance measurements are used to motivate different internal and external stakeholders in the efforts to create a multi-actor ecosystem.

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Section: Discussion and Limitationsmentioning

confidence: 89%

Environmental Orientation in Swedish Local Governments

2018

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“…Market orientation, in isolation, is unlikely to qualify as dynamic capability; it needs to be complemented by other internal resources that will lift its competitive value (Menguc and Auh, 2006;Moorman and Slotegraaf, 1999). Market orientation encourages firms to use their capabilities to coordinate resources (for example, employees) in order to better serve customers (Hult et al, 2005).…”

Section: Market Orientation and Marketing Activitiesmentioning

confidence: 99%

Marketing activities as critical success factors: The case of seed producer cooperatives in Ethiopia

Sisay¹,

Verhees²,

Trijp³

2017

Afr. J. Bus. Manage.

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The purpose of this study is to identify the specific marketing activities that contribute most to the performance improvement of seed producer cooperatives (SPCs) in Ethiopia. Both quantitative and qualitative procedures were adopted to extract information from knowledgeable and experienced experts using structured questionnaires. Results indicate that clear differences exist between Ethiopian SPCs in their intensity and quality of execution of marketing activities, indicating that these activities are managed and controlled by SPCs themselves. However, the similarity in patterns of intensity and quality of execution of marketing activities shows that these effects cannot be disentangled in the Ethiopian SPCs context. Ethiopian SPCs performed well on marketing activities related to interfunctional coordination, but poorly on activities associated with competitor orientation. SPCs are likely to perform better when they use a variety of marketing activities including quality control of product (seed), product differentiation, managing customer and supplier relationships, responding to customers and competitors, customer and competitor assessment, leadership, integration of activities, and interconnections among committees and members. Hence, to provide value to customers SPCs need to have resources and the capabilities to coordinate these resources in order to execute marketing activities efficiently and effectively.

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“…This customer-centric approach is considered to impact upon customer loyalty and retention, and has been viewed as the key outcome of the marketing process (Sheth, Sisodia, & Sharma, 2000). Hence, understanding and meeting the needs of customers is vital to all organizations (Oakland, 1993), a sentiment widely reported within the market orientation literature (for example, Menguc & Auh, 2006;Narver & Slater, 1994).…”

Section: Introductionmentioning

confidence: 99%

“…First, the term market orientation clarifies that the construct is not exclusively a concern of the marketing function. Rather, a variety of departments participate in following routines and processes for generating and disseminating market intelligence, and adopting actions in response to this information (Menguc & Auh, 2006;Shapiro, 1988). Second, the term market orientation is less politically charged in that it does not inflate the importance of the marketing function within organizations (Shapiro, 1988).…”

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confidence: 99%