Making sense of a market information system for superior performance: The roles of organizational responsiveness and innovation strategy

Wei, Yinghong; Wang, Qiong

doi:10.1016/j.indmarman.2010.06.039

Cited by 89 publications

(80 citation statements)

References 98 publications

(110 reference statements)

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“…Yinghong and Wang [16] noted that collaboration is paramount in competitive price advantage which helps maintain better services through efficient distribution channels. Kristal et al [17] discovered the benefits to enterprise performance by use of a combination of an ambidextrous supply chain strategy with competitive capabilities.…”

Section: Competitive Advantagementioning

confidence: 99%

The Effects of R&D and Innovation Capabilities on the Thai Automotive Industry Part’s Competitive Advantage: A SEM Approach

Chamsuk¹,

Fongsuwan²,

Takala³

2017

Management and Production Engineering Review

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A structural equation model was used to verify both the direct and indirect influences on research and development and innovation capabilities that affect Thai automotive parts enterprises competitive advantage. Thailand’s automotive sector is a major driver of the economy with a multi-thousand network of both domestic and international companies contributing a significant amount to both domestic and Asian economic growth. After peaking in 2013 and reaching the Top 10 automotive nations, there has been a slide backwards. Competition is fierce and the pace of change ever quickening. Therefore, the researchers sought to determine how the automotive parts sector needed to improve in capability, skills and infrastructure to maintain a sustainable competitive advantage. From the structural equation model analysis of 220 regional automotive parts sector managers and use of AMOS software, it was determined that research and development combined with innovation plays key roles in the industry’s profitability and survivability. Additionally, there must be support across a wide sector of the economy, including universities, government agencies and institutions. Once championed as the ‘Detroit of Asia’, Thailand’s recognized success as a global automotive hub is a classic case of a well-executed industrial plan but that lead can potentially slip away without embracing new technologies and innovative thinking.

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Section: Competitive Advantagementioning

confidence: 99%

The Effects of R&D and Innovation Capabilities on the Thai Automotive Industry Part’s Competitive Advantage: A SEM Approach

Chamsuk¹,

Fongsuwan²,

Takala³

2017

Management and Production Engineering Review

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“…In other words, response is the process of transforming knowledge and the intangible information into noticeable marketing strategy (Lindblom et al, 2008). Likewise Wei and Wang (2011) believed that "Responsiveness is the action taken in response to intelligence that is generated and disseminated." In this context Moorman (1995) confirmed that the information utilization process refers to the extent to which an organization directly or indirectly applies the acquired and transmitted market information to influence marketing strategy-related actions.…”

Section: Responsementioning

confidence: 99%

“…According to Wei and Wang (2011) organizational responsiveness defined as the extent to which a firm responds to market changes, and it results from a firm's proactive interaction with its external environment. The effective organizational action in response to strategic issues often depends on the ability to implement decisions based on scanning strategies and subsequent interpretation of strategic information (Thomas et al, 1993).…”

Section: Responsementioning

confidence: 99%

“…Generating information from different sources like the marketplace, competitors, and customers may help the firm to be familiar with the value of new information connected to forces of change in the environment to recognize market opportunities and implementing innovation actions (Wei and Wang, 2011). Therefore MS enables firms to improve their development of organizational capabilities because of their greater market information acquisition and utilization (Chen et al, 2012).…”

Section: Ms and Innovationmentioning

confidence: 99%

“…However, when conflicts arise internally at the time of environmental scanning, MO or MS, such as task conflict and relationship conflict, it may be more difficult for the firm to make a decision to respond to the environment (Wei and Wang, 2011).…”

Section: The Moderating Role Of Internal Information Generationmentioning

confidence: 99%

See 2 more Smart Citations

Market sensing, innovation capability and market performance: The moderating role of internal information dissemination

Ahmed

2017

Int. j. adv. appl. sci.

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Market sensing and internal information dissemination are popular concepts in the field of marketing and strategic management. Scholars in these fields are appreciating the roles of market sensing and internal information dissemination in understanding the business environmental changes to sustain competitive advantages for better firm performance. However, the interaction of market sensing and internal information dissemination couched within complementarity prospective to some extend has not been empirically tested. Therefore, This study aims to investigate the moderating effect of internal information dissemination in the exchange between market sensing and innovation and how innovation mediate the relationship between market sensing and market performance. As a result of responses from 166 firms operating in Sudan, we find that internal information dissemination strengthens the positive relationship between response of market sensing and innovation. Also innovation was found to partially mediate the relationship between market sensing and market performance. The study further develops the understanding of how market sensing influence innovation and market performance indicating the positive relationship between them. In addition our work provides managerial advices to the firms in Sudan to develop market sensing as an adaptive tool for innovation and performance.

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Can Strategic Capabilities Affect Performance? Application of RBV to Small Food Businesses

et al. 2015

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The paper aims to analyze the relationships between strategic capabilities and performance among food SMEs, identifying which capabilities play a leading role in establishing competitive advantage. Four strategic capabilities were analyzed: innovation, marketing, network, and information acquisition. We ran a Structural Equation Model involving 67 food SMEs located in Italy. The results revealed that the marketing, network, and innovation capabilities directly and positively affect performance. SMEs benefit from selling their products in the national market. The network capability plays a dual role: It has a direct positive influence on performance as well as an indirect effect on the capability to acquire information about market and supply chain agents. The acquired market-and consumer-related information is extremely valuable in enhancing the marketing capability and improving performance. The innovation capability is slightly less significant than the others in affecting performance.[EconLit citations: L11, L25, L66, Q13] C 2015 Wiley Periodicals, Inc.

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Making sense of a market information system for superior performance: The roles of organizational responsiveness and innovation strategy

Cited by 89 publications

References 98 publications

The Effects of R&D and Innovation Capabilities on the Thai Automotive Industry Part’s Competitive Advantage: A SEM Approach

The Effects of R&D and Innovation Capabilities on the Thai Automotive Industry Part’s Competitive Advantage: A SEM Approach

Market sensing, innovation capability and market performance: The moderating role of internal information dissemination

Can Strategic Capabilities Affect Performance? Application of RBV to Small Food Businesses

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