Impact of operational and marketing capabilities on firm performance: Evidence from economic growth and downturns

Ahmed, Muhammad Usman; Kristal, Mehmet Murat; Pagell, Mark

doi:10.1016/j.ijpe.2014.03.025

Cited by 77 publications

(66 citation statements)

References 59 publications

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“…Ahmed et al, 2014;Nath et al, 2010;Ramanathan et al, 2016;Yu et al, 2014), data envelopment analysis (DEA) was used to evaluate marketing capability. DEA is a mathematical programming technique commonly used for estimating the efficiencies with which different decision-making units are able to convert their resources (usually called inputs in the DEA literature) to good performance (usually called outputs) (Banker et al, 1984;Charnes et al, 1978;Cooper et al, 2007).…”

Section: Measures For Marketing Capabilitymentioning

confidence: 99%

“…The archival financial data have been used in previous research to measure marketing capability (e.g. Ahmed et al, 2014;Nath et al, 2010;Ramanathan et al, 2016;Yu et al, 2014). The stock of marketing expenditure is the total amount of money that a firm spends on its marketing activities such as market research and sales efforts (Dutta et al, 1999;Narsimhan et al, 2006).…”

Section: Measures For Marketing Capabilitymentioning

confidence: 99%

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Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability

Ramanathan

Nath

2017

Technological Forecasting and Social Change

248

154

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Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability AbstractThe purpose of this study is to explore the relationship between environmental pressures (i.e. environmental regulation and stakeholder pressures) and performance considering the mediating role of environmental innovation strategy and the moderating role of marketing capability. Both primary data collected from 121 UK-based manufacturing firms and secondary data on financial performance of the firms is used to test the proposed relationships. The results show that environmental innovation strategy fully/partially mediates the relationship between environmental regulation/stakeholder pressures and environmental performance, and partially mediates the effect of environmental regulation on financial performance. The results also indicate that marketing capability significantly moderates the relationship between environmental regulation and environmental innovation strategy. Drawing upon contingency theory and dynamic capability view, by testing the mediation and moderation effects, the results of this study provide managers with valuable guidance for developing environmental innovation strategy.

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Section: Measures For Marketing Capabilitymentioning

confidence: 99%

Section: Measures For Marketing Capabilitymentioning

confidence: 99%

Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability

Ramanathan

Nath

2017

Technological Forecasting and Social Change

248

154

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“…First, we controlled for market-to-book ratio since it has great explanatory power for the long-term performance [103] and stock return [104]. Second, we used the Herfindahl-Hirschman Index (HHI)-calculated by the square sum of the fifty largest enterprises' market share in a certain market-to take industry concentration into account, for enterprises within a highly centralized industry may favor monopolistic advantages and therefore are likely to sustain stable high performance [76,105]. Third, because slack can provide sufficient funds for enterprises to respond to environment turbulences [62], we controlled for and measured slack through three variables, i.e., selling and administrative expenses, leverage and cash flow [29,76,106].…”

Section: Dependent Variablesmentioning

confidence: 99%

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

Wei

et al. 2019

Sustainability

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Prior work on corporate social responsibility (CSR) has focused mainly on its effects on the short-term performance of firms from developed countries. In this article, we shed light on its effects on organizational resilience, which is defined as the firm's ability to positively cope with environmental turbulence, and operationalized by long-term, improved sales growth and financial volatility. In line with this operationalization, we adopt CSR's performance-enhancing and performance-insuring mechanisms to disentangle the relationship between CSR and organizational resilience. Furthermore, we divide CSR into five dimensions, namely shareholder, employee, business, society and environment-related CSR, and respectively examine their impacts on organizational resilience. The empirical study on a large sample of public firms in China from 2010 to 2017 shows that CSR as a whole significantly increases the firms' long-term growth and reduces their financial volatility. As for the five specific dimensions, they all have a significant negative effect on financial volatility, and the employee, business, environment-related CSR are positively associated with long-term growth. Yet, the empirical results did not indicate significant associations between shareholder and society-related CSR and firms' long-term growth. This study first explores the impacts of CSR's different dimensions on organizational resilience. Also, we contribute to enriching the literature on CSR by examining the long-term performance-insuring effect of CSR with a quantitative analysis of emerging markets. Finally, we discuss some important managerial implications, as well as promising directions for future research.2 of 23 conditions, unestablished industrial structures, and the intense, chaotic competition brought by rapid development, Chinese enterprises are likely to face more changes and uncertainties in their business environment, which makes them more vulnerable than those from developed countries. Second, as the concern about CSR in China comes far later than that in developed countries, the effect of Chinese CSR on organizational resilience may be different. The Kinder, Lydenberg, and Domini (KLD) database, for example, began to internationally provide ratings of corporate social performance in 1991. While, the first official research report on Chinese CSR was released in 2009, and then Chinese listed companies were required to issue their annual CSR reports. In line with this, we aim at providing some new insights of CSR and its effects on organizational resilience with evidence from emerging markets.In doing so, we first clarify the conceptualization and operationalization of organizational resilience. Defined as the ability of an organization to respond positively to environmental changes, organizational resilience is a latent, unobservable construct usually measured by its outcomes [6]. The most desired outcome of organizational resilience recognized in extant literature is a firm's persistent superior performance in the changing business en...

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“…Knowledge sharing greatly helps the role of knowledge to respond quickly in the face of dynamic business competition so that it takes the ability to respond quickly to business changes (Tang et al 2015). The ability to respond quickly is also greatly influenced by knowledge sharing, which makes the business organization have the responsive capability (Ahmed et al 2014). The responsive capability is very helpful for business organizations so that they have the ability to independently see the market situation and market stimulation to perform analysis and are able to respond quickly to market conditions (Angulo-Ruiz et al 2018).…”

Section: The Influence Of Knowledge Sharing On Responsive Capabilitymentioning

confidence: 99%

“…Knowledge is a source of organization that creates value and innovation. Some research results explain that business requires knowledge of the organization as a source to be studied and shared with all existing business organizations (Ahmed et al 2014). Sharing knowledge is related to the learning organization "learning organization" (Tang et al 2015).…”

Section: Introductionmentioning

confidence: 99%

Knowledge Sharing, Innovation Capability, Responsive Capability, and Marketing Performance: an Empirical Study at UPN “Veteran” Jawa Timur

Prayogo

Nirawati

2019

ijbe

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Business organizations are required to be able to do effective marketing. Market change demands a business organization to have a marketing capability on innovation and responses in making a product to be competitive; therefore, it should create a quality product. Creating a quality product is influenced by the knowledge of products to be created so as to produce good marketing performance. The purposes of this study were to see how big an influence towards knowledge sharing innovation capability, and to identify the capability to respond to the market and performance marketing. A questionnaire was given to students who were in the university environment by using purposive sampling with accidental sampling. Reliability and validity were measured through the median and variation analysis of Cronbach's alpha, and Analysis using SEM model structure with SMARTPLS was used to test the relationship between research variables using 100 respondents. The results showed that sharing knowledge has a positive and significant effect on the capabilities of innovation and responsive capabilities, but insignificant effect on marketing performance. The responsive capability of innovation and capability on marketing performance are positive and significant.Abstrak: Organisasi bisnis dituntut untuk dapat melakukan pemasaran yang efektif. Perubahan pasar menuntut organisasi bisnis untuk memiliki kemampuan pemasaran dalam inovasi dan respons dalam membuat suatu produk menjadi kompetitif; oleh karena itu, ia harus menciptakan produk yang berkualitas. Menciptakan produk yang berkualitas dipengaruhi oleh pengetahuan produk yang akan diciptakan sehingga menghasilkan kinerja pemasaran yang baik. Tujuan dari penelitian ini adalah untuk melihat seberapa besar pengaruh terhadap kemampuan inovasi berbagi pengetahuan, dan untuk mengidentifikasi kemampuan untuk merespon pasar dan pemasaran kinerja. Sebuah kuesioner diberikan kepada siswa yang berada di lingkungan universitas dengan menggunakan purposive sampling dengan accidental sampling. Reliabilitas dan validitas diukur melalui median dan analisis variasi alpha Cronbach, dan Analisis menggunakan struktur model SEM dengan SMARTPLS digunakan untuk menguji hubungan antara variabel penelitian menggunakan 100 responden. Hasil penelitian menunjukkan bahwa berbagi pengetahuan memiliki pengaruh positif dan signifikan terhadap kemampuan inovasi dan kemampuan responsif, tetapi tidak berpengaruh signifikan terhadap kinerja pemasaran. Kemampuan inovasi dan kapabilitas responsif terhadap kinerja pemasaran adalah positif dan signifikan.Kata kunci: berbagi pengetahuan, kapabilitas pemasaran, kapabilitas inovasi, kapabilitas responsif, kinerja pemasaran

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Impact of operational and marketing capabilities on firm performance: Evidence from economic growth and downturns

Cited by 77 publications

References 59 publications

Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability

Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability

What Dimension of CSR Matters to Organizational Resilience? Evidence from China

Knowledge Sharing, Innovation Capability, Responsive Capability, and Marketing Performance: an Empirical Study at UPN “Veteran” Jawa Timur

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