International marketing capabilities development: The role of firm cultural intelligence and social media technologies

Hazzam, Joe; Wilkins, Stephen

doi:10.1080/10696679.2021.1946409

Cited by 7 publications

(11 citation statements)

References 107 publications

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“…market orientation (Reimann et al, 2022), segmentation and targeting (Cortez and Hidalgo, 2022)) and ( 2) international business related phenomena (e.g. international vision (Weerawardena et al, 2015), increased number of foreign markets (Ledesma-Chaves et al, 2020), firm's cultural intelligence (Hazzam and Wilkins, 2022)). Other observed antecedents include marketfocused learning and network learning (Weerawardena et al, 2015), as well as factors leading to digital marketing capabilities like social media technologies (Hazzam and Wilkins, 2022) and contingency variables (environment, technology, business context, customer's behavioral traits (e.g.…”

Section: Antecedents To the Idmcmentioning

confidence: 99%

“…Researchers of IMCs most often studied their relationship to export performance (e.g. Blesa and Ripoll es, 2008;Reimann et al, 2022;Ripoll es and Blesa, 2012;Cacciolatti and Lee, 2016;Asseraf et al, 2019;Wang, 2020;Hoque et al, 2021Hoque et al, , 2022aCortez and Hidalgo, 2022;Hazzam and Wilkins, 2022;Homburg and Wielgos, 2022;Zahoor and Lew, 2023;Cataltepe et al, 2023;Cho et al, 2023a, b;Peng et al, 2023). International business specific outcome factors include internationalization (Garcia Ortiz et al, 2021), international commitment (Blesa and Ripoll es, 2008), foreign market expansion (Mitre ˛ga et al, 2021), international expansion ability (Chatterjee et al, 2022a, b) and (higher commitment) entry mode (Blesa and Ripoll es, 2008;Ripoll es and Blesa, 2012).…”

Section: Outcomes Of the Idmcmentioning

confidence: 99%

“…Consequently, one cannot generalize the studied causal relationships between the resources, capabilities and international performance (Hazzam and Wilkins, 2022). We encourage researchers to resolve this limitation by adopting a longitudinal design, which could unravel the dynamics of crossvergence over time and validate the directions of the relationships between the studied variables (Cortez and Hidalgo, 2022;Hazzam and Wilkins, 2022). In the context of IDMCs, assessing international performance outcomes over time may be particularly worthwhile (Morgan et al, 2003), as it may reveal novel antecedents and moderators in IDMCsinternational performance relationship.…”

Section: Outcomes Of the Idmcmentioning

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: Antecedents To the Idmcmentioning

confidence: 99%

Section: Outcomes Of the Idmcmentioning

confidence: 99%

Section: Outcomes Of the Idmcmentioning

confidence: 99%

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International dynamic marketing capabilities: developments and a research agenda

Pfajfar,

Mitręga,

Shoham

2024

IMR

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“…- ---------------------------------INSERT FIG. 1 HERE ----------------------------------2.1 SMT, OCI and NPD capabilities SMT provide an MNC with the opportunities to test, experiment, and enhance the strong ties with different stakeholders through active participation and strong capitalization on organizations' network experts and influencers (Muninger et al, 2019) (Abeza et al, 2020;Hazzam and Wilkins, 2022). Thus, engagement activities offer a productive environment for cultural knowledge and a cross-cultural learning environment that enhances the organizations' competitive cultural intelligence (Ang and Inkpen, 2008;Moon, 2010).…”

Section: Organization Cultural Intelligencementioning

confidence: 99%

The impact of social media technologies on organization cultural intelligence and new product development in international markets

Hazzam

Wilkins

Strong

2022

CCSM

Self Cite

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PurposeThe study examines the role of social media technologies (SMTs) as a driver of organization cultural intelligence (OCI) and new product development (NPD) capabilities, and how the complementary effects of these capabilities contribute to multinational corporations (MNCs)’ performance. Further, the study investigates the capability–performance relationship under conditions of high and low market and technological turbulence.Design/methodology/approachA quantitative survey method was implemented, with the data provided by senior marketing managers employed in MNC regional offices. The proposed model was tested using structural equation modeling and multi-group moderation analysis, and fuzzy-set qualitative comparative analysis (fsQCA).FindingsThe results indicate that SMTs support the development of OCI and NPD capabilities, which in turn contribute to MNC regional performance. A high level of technological turbulence only weakens the relationship between OCI and performance.Research limitations/implicationsThe results suggest that OCI contributes to MNCs’ performance, by deploying social media information and complementing the organization’s NPD capability under a specific environmental context.Practical implicationsThe paper offers practical recommendations to MNCs on social media use when developing and launching new products in different regional markets. MNCs need to recruit culturally intelligent managers, who consider the level of market and technological turbulence when combining several types of capabilities.Originality/valueWithin the dynamic marketing capabilities literature, this is the first study to incorporate and reliably measure cultural intelligence capability. The research offers empirical evidence that OCI and NPD capabilities are necessary to achieve superior MNC performance and depend on the level of market and technological turbulence.

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“…While limited, the international sales literature that exists focuses on how social media can improve the sales process (Bocconcelli, Cioppi, and Pagano 2017; Fraccastoro, Gabrielsson, and Pullins 2021) or how culturally intelligent social media use improves performance (Hazzam and Wilkins 2022). At the same time, the broader B2B sales literature suggests that social media has an impact on B2B selling (Ancillai et al 2019; Tiwary et al 2021).…”

mentioning

confidence: 99%

An Inquiry into Effective Salesperson Social Media Use in Multinational Versus Local Firms

Schmitt,

Epler,

Casenave

et al. 2023

Journal of International Marketing

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Salespeople are increasingly required to navigate an international environment - having international customers or international peers. However, much remains to be learned about how salespeople are utilizing social media in an international context. This multi-method, multi-study design contributes to international sales research by showing how business-to-business (B2B) salespeople use social media whether they are in a multinational or local firm. With a social capital lens, the authors explore the importance of social media in regards to strengthening salespeople’s internal and external connections in an international context. In Study 1, with 131 B2B salespeople, salespeople use social media to develop customer relations (i.e., external connections) to engage in positive publicity and social media advocacy, ultimately leading to sales performance. Specifically, social media advocacy enhances sales performance only for salespeople in multinationals. In Study 2, with twenty-three qualitative interviews, the authors contextualize the findings of Study 1 by comparing social media use amongst salespeople in MNEs and local firms. The basis of the exploration involves internal and external connections with the three dimensions of social capital: structural, relational, and cognitive. The authors demonstrate that internal connections with peers on social media allows for increased knowledge transfer and other benefits.

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International marketing capabilities development: The role of firm cultural intelligence and social media technologies

Cited by 7 publications

References 107 publications

International dynamic marketing capabilities: developments and a research agenda

International dynamic marketing capabilities: developments and a research agenda

The impact of social media technologies on organization cultural intelligence and new product development in international markets

An Inquiry into Effective Salesperson Social Media Use in Multinational Versus Local Firms

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