Marketing Capabilities in International Marketing

Morgan, Neil; Feng, Hui; Whitler, Kimberly A.

doi:10.1509/jim.17.0056

Cited by 143 publications

(286 citation statements)

References 113 publications

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“…Marketing capabilities include architectural and specialised inter-functional processes by which marketing resources are combined for performing marketing tasks in a manner that results in desirable marketing outcomes (Morgan, 2012). Marketing capabilities are usually valuable, inimitable, and non-substitutable in creating sustainable competitive advantage and promoting superior firm performance in both domestic and international markets (Morgan et al, 2018). Previous studies have linked this capability to effectively commercialisation of innovations (Ren et al, 2015;Sok et al, 2013).…”

Section: Marketing Capabilitiesmentioning

confidence: 99%

Absorptive capacity, marketing capabilities, and innovation commercialisation in Nigeria

Medase

Barasa

2019

EJIM

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Purpose The purpose of this paper is to investigate how specialised capabilities including absorptive capacity and marketing capabilities influence innovation commercialisation in manufacturing and service firms in Nigeria. The authors hypothesise that absorptive capacity measures including openness and formal training for innovation, and marketing capabilities encompassing new product marketing and marketing innovation are positively associated with innovation performance. Design/methodology/approach The authors examine commercialisation of innovation within the profiting from innovation (PFI) and dynamic capabilities (DC) framework and use data from the 2012 Nigeria Innovation Survey to test the hypothesis by means of a Heckman sample selection model. Findings The authors find that absorptive capacity measures comprising openness and formal training are positively associated with innovation performance. The authors also find that marketing capabilities as indicated by new product marketing and marketing innovation are positively associated with innovation performance. Research limitations/implications The authors acknowledge that firms undergo continuous changes and that there may be the presence of unobserved or unmeasured heterogeneity. Taking into cognisance that Nigeria is a federal state, cultural diversity and economic factors are likely to differ widely between geographical regions. Also, while the proposed conceptual framework offers a deeper understanding of innovation performance, examining how integrating activities of the R&D department, human resource department and marketing department affect innovation commercialisation is likely to provide more meaningful insights. Practical implications The role that inter-organisational learning and intra-organisational learning play in driving innovation performance provide managers with a basis for incorporating absorptive capacity building programs that boost employees’ ability to recognise and apply valuable external knowledge to commercial ends. Similarly, firms may benefit from offering marketing capabilities development programs. Furthermore, innovation policies in Nigeria are generally designed to focus on fostering innovation activities aimed at developing innovative output. Accordingly, government support explicitly targeting new product marketing and marketing innovation is likely to play a vital role in the successful commercialisation of innovation in Nigeria. Originality/value This study fuses the PFI and DC framework to examine why innovating firms may not necessarily succeed. This area of study has received scant attention in sub-Saharan Africa given that extant literature focusses on value creation as opposed to value capture.

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Section: Marketing Capabilitiesmentioning

confidence: 99%

Absorptive capacity, marketing capabilities, and innovation commercialisation in Nigeria

Medase

Barasa

2019

EJIM

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“…In addition, marketing capabilities are linked to international entrepreneurship (Knight, 2000) and international diversification strategies (Nath, Nachiappan and Ramathanan, 2010). Therefore, international marketing literature can benefit from more knowledge concerning these capabilities (Morgan, Feng and Whitler, 2018). For SMEs, network capabilities can be beneficial since they facilitate international expansion, especially among smaller companies (Torkkeli, Puumalainen, Saarenketo and Kuivalainen, 2012).…”

Section: Introductionmentioning

confidence: 99%

Institutional environment and network competence in successful SME internationalisation

Torkkeli

Kuivalainen

Saarenketo

et al. 2019

IMR

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This study examines the impact of institutional environment on the international performance of small-and medium-sized enterprises (SMEs) and how this relationship is influenced by network competence. Design/methodology/approach: This study uses a quantitative approach. In total, 119 internationally operating Finnish SMEs from five industry sectors are sampled via a crosssectional survey. Data are analysed through regression modelling. Findings: The international performance of SMEs is influenced directly and indirectly by institutional drivers. The results show that network competence mediates the positive relationship between institutional drivers and international performance. Research limitations/implications: Network capability development can help SMEs leverage more or less favourable institutional environments for successful internationalisation. Perceived institutional drivers directly result in higher performance, but the effect can be partially mediated by dynamic capabilities. The limitations of the study include its singlecountry context and the cross-sectional nature of the data. Practical implications: SMEs should take their home countries' institutional environments into account, but for long-term success, they should develop the ability to manage their business networks. A conducive institutional environment may help develop competence, which in turn can enable more successful internationalisation in terms of scale, scope and satisfaction. Social implications: Decision-makers may benefit from knowing that, in addition to capabilities, an institutionally conducive environment that drives domestic SMEs toward international markets may be an antecedent of successful internationalisation in the SME sector. Originality/value: This is one of the few studies to illustrate how network capabilities can mediate the influence of institutional factors on entrepreneurial internationalisation. It combines institutional theory and the dynamic capabilities view to explain successful SME internationalisation.

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“…While marketing capabilities and their influence on international performance are the subject of sizeable empirical research (Morgan et al, 2018), our empirical testing demonstrates that our conceptual framework (Figure 1) provides some further insights, which are of interest to both academics and practitioners. Firstly, an exporter's planning capability when examined on its own, is positively linked with the export venture's financial performance.…”

Section: Implications For Theory and Practicementioning

confidence: 88%

“…In our context, architectural capabilities are in the core of firms that seek to internationalise as they allow the incorporation of new capabilities in an efficient manner (Tallman and Fladmoe-Lindquist, 2002). Further, firms that are globally mature focus on improving and refining their architectural capabilities (Morgan et al, 2018). Nonetheless, strategic planning primarily depends on the exporter while implementation is the responsibility of their foreign distributor.…”

Section: Exporterdistributor Alignmentmentioning

confidence: 99%

Architectural marketing capabilities of exporting ventures

Theoharakis

Batsakis²,

Angelis

2019

IMR

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Purpose -The importance of architectural marketing capabilities (i.e., marketing planning and implementation) in exporting ventures has been recognised. However, extant literature has not taken into account the explicit roles and required synergy between the exporter and their foreign distributor in delivering these capabilities. Drawing from the Resource Based Theory, we examine the complementarity of the distributor's implementation capabilities and market orientation with the exporter's planning capabilities.Design/methodology/approach -The study was carried out using a survey. Data were collected from 147 Greek exporters using a questionnaire and the hypotheses were tested using the full information maximum likelihood estimation procedure.Findings -Our results support the hypotheses about the importance of the exporter's planning capabilities on financial performance and the complementary role of the distributor's market orientation. Further, we find that the distributor's implementation capabilities fully mediate the impact of the exporter's planning capabilities on financial performance.Originality/value -This study contributes to a better understanding about the complementarity of exporter and distributor capabilities. It demonstrates the crucial role of the distributor in the deployment of architectural capabilities for the export venture: the distributor's market orientation and implementation capabilities have the final say in achieving higher levels of export performance.

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Marketing Capabilities in International Marketing

Cited by 143 publications

References 113 publications

Absorptive capacity, marketing capabilities, and innovation commercialisation in Nigeria

Absorptive capacity, marketing capabilities, and innovation commercialisation in Nigeria

Institutional environment and network competence in successful SME internationalisation

Architectural marketing capabilities of exporting ventures

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