Investigating the revised international marketing strategies during COVID-19 based on resources and capabilities of the firms: A mixed method approach

Behl, Abhishek; Jayawardena, Nirma Sadamali; Nigam, Achint; Pereira, Vijay; Shankar, Amit; Jebarajakirthy, Charles

doi:10.1016/j.jbusres.2023.113662

Cited by 22 publications

(20 citation statements)

References 133 publications

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“…Other factors include products expansion (Mitre ˛ga et al, 2021), innovation (Weerawardena et al, 2015), marketing ambidexterity (Tolstoy et al, 2022) and distribution channel integration (Garcia Ortiz et al, 2021). Finally, distinguish between IMCs' internal and external implementation effectiveness, while Behl et al (2023) look at the IMCs' effect on leveraging process of the firm's resources and capabilities.…”

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: Outcomes Of the Idmcmentioning

confidence: 99%

“…Finally, Morgan et al. (2012) distinguish between IMCs’ internal and external implementation effectiveness, while Behl et al. (2023) look at the IMCs’ effect on leveraging process of the firm’s resources and capabilities.…”

Section: Research Gaps and Future Research Agendamentioning

confidence: 99%

International dynamic marketing capabilities: developments and a research agenda

Pfajfar,

Mitręga,

Shoham

2024

IMR

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“…The potential of the BOP segment, which is primarily found in rural regions, is a fantastic opportunity for banks and the government to take advantage of it (Shankar, 2021). The extant literature indicates that the internet has also started spreading its roots in these regions, especially among the youth (Behl et al, 2023). Further, in the current pandemic scenario, mobile payment (m-payment) has emerged as an alternative platform to fulfil financial needs and avoid social gatherings at a bank branch .…”

Section: Financial Inclusionmentioning

confidence: 99%

Reaching out to the bottom of the pyramid to achieve financial inclusion

Shankar

2023

JGR

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Purpose This study aims to explore the factors influencing the bottom of the pyramid (BOP) consumers’ adoption and usage intention towards mobile payment (m-payment) to achieve financial inclusion and sustainable development goals. Design/methodology/approach A qualitative research design is used to explore the enablers and inhibitors that influence BOP consumers’ m-payment adoption and usage intention. To collect the qualitative responses, semi-structured in-depth interviews with BOP respondents were conducted. The thematic analysis using the text mining technique will be used to analyse qualitative data for exploring the predominant factors affecting m-payment adoption intention and usage. Findings The results suggested awareness, social influences and self-efficacy as crucial enablers and privacy and security risks and vulnerability concerns as crucial inhibitors towards m-payment adoption and usage. Originality/value As a novel contribution to the BOP, financial inclusion, sustainable development goals and m-payment literature, this study unfolds several unknown perceived benefits and perceived sacrifices that influence the BOP consumers’ m-payment adoption intention and usage. The study’s findings help the government and banks formulate and implement strategies to achieve financial inclusion among BOP consumers.

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“…That is, during COVID-19, many entrepreneurs faced a major crisis, with various firms ending trading and decision-makers of surviving businesses seeking to develop resilience (Kraus et al ., 2020; Bressan et al ., 2021; Waehning et al ., 2023). Preparation for a post-pandemic period occurred in different ways, including respective owner-managers receiving government assistance and/or pivoting facets of their business models (Behl et al ., 2023; Kabir and Abubakar, 2023; Klöckner et al ., 2023). For example, during lockdowns, certain firms’ business models pivoted from in-person to online sales, sometimes referred to as digital acceleration (Gavrila and De Lucas Ancillo, 2022; Giotopoulos et al ., 2022; Higueras-Castillo et al ., 2023).…”

Section: Introductionmentioning

confidence: 99%

A study of entrepreneurial marketing activities and firm performance in an immediate post-COVID-19 era: the moderating role of coopetition

Mahdi,

Crick,

Crick

et al. 2024

IJEBR

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Purpose Although earlier research suggests a positive relationship exists between engaging in entrepreneurial marketing activities and firm performance, there may be contingent issues that impact the association. This investigation unpacks the relationship between entrepreneurial marketing behaviour and firm performance under the moderating role of coopetition, in an immediate post-COVID-19 period.Design/methodology/approach A resource-based theoretical lens, alongside an outside-in perspective, underpins this study. Following 20 field interviews, survey responses via an online survey were obtained from 306 small, passive exporting wine producers with a domestic market focus in the United States. The data passed all major robustness checks.Findings The statistical findings indicated that entrepreneurial marketing activities positively and significantly influenced firm performance, while coopetition provided a non-significant moderation effect. Field interviews suggested that entrepreneurs’ attemps to scale up from passive to more active export activities in an immediate post-pandemic period helped explain the findings. Owner-managers rejoined trustworthy and complementary pre-pandemic coopetition partners in the immediate aftermath of coronavirus disease 2019 (COVID-19) for domestic market activities. In contrast, they had to minimise risks from dark-side/opportunistic behaviour when joining coopetition networks with partners while attempting to scale up export market activities.Originality/value Unique insights emerge to unpack the entrepreneurial marketing–performance relationship via the moderation effect of coopetition, namely, with the temporal setting of an immediate post-COVID-19 period. Firstly, new support arises regarding the likely performance-enhancing impact of owner-managers’ engagement in entrepreneurial marketing practices. Secondly, novel findings emerge in respect of the contrasting role of coopetition in both domestic and export market activities. Thirdly, new evidence arises in relation to a resource-based theoretical lens alongside an outside-in perspective, whereby, strategic flexibility in pivoting facets of a firm’s business model needs effective management following a crisis.

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Investigating the revised international marketing strategies during COVID-19 based on resources and capabilities of the firms: A mixed method approach

Cited by 22 publications

References 133 publications

International dynamic marketing capabilities: developments and a research agenda

International dynamic marketing capabilities: developments and a research agenda

Reaching out to the bottom of the pyramid to achieve financial inclusion

A study of entrepreneurial marketing activities and firm performance in an immediate post-COVID-19 era: the moderating role of coopetition

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