Mediating Influences on the Relationsmp between Market Orientation and Profitability in Small Industrial Firms

Pelham, Alfred M.

doi:10.1080/10696679.1997.11501771

Cited by 217 publications

(216 citation statements)

References 58 publications

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“…Grant (2005) Las pymes tienen menos capacidad de generar productos y de competir en costes que las grandes empresas pero su cercanía al cliente les permite diferenciarse de un modo más específico y adaptarse mejor a las necesidades del mercado (Pelham, 1997) generando más valor para el cliente. Estas características también se presentan en las pymes madereras.…”

Section: Competencias Distintivas En Pymesunclassified

“…La red de distribución (Spillan & Parnell, 2006) La imagen de la empresa (Gattermann, Hoffmann, & Hooley, 2007) El tipo decanales de distribución (Anand et al, 2006) La relación directa con los clientes finales (Pelham, 1997;Spillan & Parnell, 2006) El tipo de clientes (Pelham, 1997;Spillan & Parnell, 2006) El tipo de proveedores (Wagner, 2006) Recursos tangibles Los recursos financieros/estructura económico financiera (Balakrishnan & Fox, 1993) Los recursos tecnológicos de instalaciones y equipamientos (Kim & Kogut, 1996) Los recursos naturales (Porter, 1985;Vázquez-Barquero, 1999) Capacidades organizativas El sistema de dirección (Grant, 2005) El sistema de fidelización de clientes (Pelham, 1997;Spillan & Parnell, 2006) El proceso de investigación/desarrollo/innovación (Teach, 1990) El proceso de diseño (Helfat, 1994) El sistema de información (Mata, Fuerst, & Barney, 1995) El proceso de aprovisionamiento (Porter, 1985) El sistema de producción (Porter, 1985;Zahra & Das, 1993) El proceso de comercialización y venta (Porter, 1985) El servicio posventa (Porter, 1985) Zona Las áreas geográficas en las que compra (Porter, 1985;Vázquez-Barquero, 1999) Las áreas geográficas en las que produce (Porter, 1985;Vázquez-Barquero, 1999) Las áreas geográficas en las que vende (Porter, 1985;Vázquez-Barquero, 1999) Factores estratégicos La promoción de los productos/servicios (Kotler, 1999) La amplitud de la cartera de productos/servicios (Kotler, 1999) La atención al cliente (Carson & Gilmore, 2000) El precio que tienen los productos/servicios (Spillan & Ziemnowicz, 2003) La exclusividad de los productos/servicios …”

Section: Técnicas Estadísticasunclassified

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Capital intelectual y competencias distintivas en pymes madereras de Argentina

F-Jardón

Martos

2014

Rev. adm. empres.

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CAPITAL INTELECTUAL Y COMPETENCIAS DISTINTIVAS EN PYMES MADERERAS DE ARGENTINA Capital intelectual e competências distintas em PMEs madeireiras da Argentina Intellectual capital and distinctive skills in SMEs of the timber industry in Argentina RESUMENEn la economía del conocimiento cada vez adquiere más importancia el capital intelectual como fuente de competencias distintivas. Una competencia distintiva se obtiene combinando los factores internos y externos de la empresa, mediante la estrategia, para generar mejor desempeño que sus competidores. Las pequeñas y medianas empresas (PyMEs) madereras argentinas suelen tener características específicas, de modo especial, aquellas relacionadas a su capital intelectual. En consecuencia se espera que el proceso de constitución de competencias distintivas sea diferente. Este trabajo analiza las particularidades de ese proceso. Los resultados obtenidos muestran como organizan sus recursos y capacidades para constituir su nivel de competitividad. Este genera mejores resultados organizativos, pero no afecta de modo directo a los resultados económicos. PALABRAS CLAVE MARCO CONCEPTUALMuchas pymes latinoamericanas basadas en recursos naturales presentan particularidades. Los empresarios que las dirigen suelen tener poca formación en gestión estratégica (Bruhn, Karlan, & Schoar, 2010) por lo que suele ser muy limitado el uso de técnicas de gestión profesionalizadas necesitando, en general, un mayor desarrollo de las funciones empresariales. Su gestión se basa, fundamentalmente, en la intuición y la experiencia, con proyectos a mediano plazo (Gatto, 1999). Son individualistas, lo que dificulta la cooperación (Milesi, Moore, Robert, & Yoguel, 2007), presentando unos altos costes de transacción (Gatto, 1999;Kantis, 1996;Nichter & Goldmark, 2009). Su pequeño tamaño les limita el acceso a la financiación (Leone, 1991;Wendel & Harvey, 2006), que junto a la escasa cooperación les lleva a depender de sus propios recursos (Gatto, 1999;Leone, 1991).La preocupación por reducir los costes les condiciona a buscar sus principales fuentes de información en otras empresas (Altenburg & Meyer-Stamer, 1999) siendo escasas las que recurren a servicios externos de consultoría (Giuliani, Pietrobelli, & Rabellotti, 2005;Kantis, 1996;Leone, 1991), puesto que no valoran su aporte estratégico. En consecuencia, las decisiones son más intuitivas. Su mercado suele ser restrictivo y, salvo las que se dedican a servicios especializados, se circunscribe a límites geográficos cercanos (Leone, 1991). Al estar basadas en recursos naturales existentes en la zona, suelen presentar una especial habilidad para el manejo de esos recursos. Todo esto sugiere que su estructura de gestión es diferente de las de países desarrollados y posiblemente presente diferencias en cuanto a las competencias distintivas definidas y a sus efectos. Competencias distintivas en PyMEsLas empresas, mediante la estrategia, combinan los recursos y capacidades con los factores clave de la industria establecien- do sus competencias distinti...

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Section: Competencias Distintivas En Pymesunclassified

Section: Técnicas Estadísticasunclassified

Capital intelectual y competencias distintivas en pymes madereras de Argentina

F-Jardón

Martos

2014

Rev. adm. empres.

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“…The market-oriented behavior takes off from the market-intelligence-related activities conceived by Kohli & Jaworski (1990), but widens the scope of market factors to be considered, as per the suggestions of other researchers (e.g. Pelham, 1997;Jaworski & Kohli, 1996;Kohli et al, 1993). Through this reconciliation of the cultural and conduct perspectives, combined with the necessary wider scope of relevant market factors, market orientation is conceptualized in a way that enables easier comparisons between the market-oriented cultural drivers of a firm's activities and the market-oriented behaviors that ensue from those activities.…”

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

“…Kohli, Jaworski & Kumar (1993) do, however, criticize the cultural view of market orientation for being too narrowly focused on just customers and competitors, rather than encompassing the wide range of market factors that are potentially relevant to creating customer value, such as suppliers and other partners, market regulation, broader social/cultural trends, and macroeconomic developments. Furthermore, they argue that the cultural conceptualization of market orientation lacks insight into the specific activities that market-oriented firms perform (Kohli et al, 1993) However, the conduct conceptualization of market orientation has also been criticized for putting too great an emphasis on customer intelligence as opposed to broader market intelligence (Pelham, 1997). Moreover, this view has problems with the fact that firmwide dissemination of intelligence and the response to it does not necessarily result in the creation of customer value if the organization does not understand or value information about its customers (Pelham, 1997;Matsuno et al, 2005).…”

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

“…Furthermore, they argue that the cultural conceptualization of market orientation lacks insight into the specific activities that market-oriented firms perform (Kohli et al, 1993) However, the conduct conceptualization of market orientation has also been criticized for putting too great an emphasis on customer intelligence as opposed to broader market intelligence (Pelham, 1997). Moreover, this view has problems with the fact that firmwide dissemination of intelligence and the response to it does not necessarily result in the creation of customer value if the organization does not understand or value information about its customers (Pelham, 1997;Matsuno et al, 2005).…”

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

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Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

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How can firms become more successful and achieve higher business performance? How can they manage more complex and dynamic markets and maintain a high competitiveness? The answer is: through a more proactive approach to managing the market and creating customer value. This thesis explores proactive market strategies, which are firm's proactive strategies for creating, communicating, and delivering superior value to their customers, thereby achieving superior business performance. Prior literature in market orientation has touched the area of proactiveness in firms' approach to the market, but never properly defines proactiveness and lacks a clear connection to actual firm activities. Thus, in order to better understand how firms can gain the performance benefits from proactiveness, this thesis sets out to explore what proactiveness in a market-strategic context entails and what proactive activities firms perform in implementing their proactive market strategies.The research is based on two papers, each detailing one of the two complementary branches of the research. The first paper presents the conceptual work, focusing on a typology of marketoriented strategic behaviors, which are important for understanding how firms can gain the potential performance benefits of market orientation and how they can achieve behavioral fit among their activities. The second paper presents the empirical work, focusing on the qualitative case study performed and the themes of proactiveness that emerged from it. These papers are then synthesized into a holistic view of proactive market strategies in the thesis.The thesis finds that proactiveness at the firm level in a marketing context means a firm is future-oriented, initiative-taking, change-inducing, and creative. With a basis in this definition and the extensive literature on market orientation, the thesis presents conceptual developments that are important for understanding proactiveness in market strategy, such as a framework for understanding market strategies through firm activities and one for identifying and categorizing different types of proactive activities. Furthermore, the thesis gives more detailed descriptions of the case firms and how their proactive activities help them achieve success.This results in a thorough exploration of proactive market strategies, which contributes to the marketing and strategic management literatures by clearly defining proactiveness, conceptualizing and describing proactive market strategies, and delineating proactive firm activities to better understand how firms are being proactive. In doing so, the thesis provides interesting directions for future research and presents interesting implications for managerial practice. vi vii SammanfattningHur kan företag bli mer framgångsrika och uppnå högre lönsamhet och tillväxt? Hur kan de hantera mer komplexa och dynamiska marknader medan de uppehåller en hög konkurrenskraft? Svaret är: genom en mer proaktiv hållning till att hantera marknaden och skapa kundvärde. Den här avhandlingen utf...

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Trust and opportunism in the competitiveness of small‐scale timber businesses based on innovation and marketing capabilities

Jardón

Martinez–Cobas

2021

Bus Strat Dev

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Subsistence markets are characterized by being composed of economic agents with low levels of education, marketing and management skills, and income. There are common in developing countries. Promote entrepreneurship in these markets is a strategy to reduce poverty, contributing to sustainable development goals. Small‐scale timber businesses (SSTB) in Misiones (Argentine) work in these markets. Innovation and marketing capabilities in SSTB are important factors in the growth of such businesses. Internal trust is a potential factor that could increase the effect of these capabilities, possibly limited by opportunism. This paper analyses marketing and innovation capabilities in SSTB, examining the possible moderating effect of trust (or opportunism) in the process of generating performance from these capabilities, using partial least squares with data of timber businesses in Misiones (Argentine). The findings indicate that SSTB present innovation and marketing capabilities that generate competitiveness, but the interactive influence of trust on the impact of these capabilities on performance is either neglected or negative, suggesting certain opportunism.

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Mediating Influences on the Relationsmp between Market Orientation and Profitability in Small Industrial Firms

Cited by 217 publications

References 58 publications

Capital intelectual y competencias distintivas en pymes madereras de Argentina

Capital intelectual y competencias distintivas en pymes madereras de Argentina

Exploring Proactive Market Strategies : Managing the Market to Create Value

Trust and opportunism in the competitiveness of small‐scale timber businesses based on innovation and marketing capabilities

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