Relating marketing expertise on the top management team and strategic market aggressiveness to financial performance and shareholder value

Weinzimmer, Laurence G.; Bond, Edward U.; Houston, Mark B.; Nystrom, Paul C.

doi:10.1080/0965254032000102939

Cited by 34 publications

(19 citation statements)

References 108 publications

(282 reference statements)

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“…Research has shown the consequences of firms' aggressive investment using their expenditures in R&D and deployment of financing. While contingent on the firm's environment, several studies have shown better financial performance for those firms that undertake greater commitment in the investment and exploitation of resources to achieve a competitive advantage (Feeser & Willard, 1990;Fombrun & Ginsberg, 1990;Grinyer, McKiernan, & Yasai-Ardekani, 1988;Weinzimmer, Bond III, Houston, & Nystrom, 2003). 9 Our study differs from this research in that we consider individuals', rather than firms', investment choices.…”

Section: Implications For Theory and Practicementioning

confidence: 97%

Does Self-Efficacy Affect Entrepreneurial Investment?

Cassar

Friedman

2009

SSRN Journal

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We empirically examine the effect of self-efficacy on entrepreneurial investment choices. We identify various attributes of entrepreneurial investment and argue that higher self-efficacy is associated with more aggressive entrepreneurial investment decisions. We show that self-efficacy increases the likelihood of being a nascent entrepreneur and creating an operating business. Self-efficacy also increases the proportion of personal wealth invested in the venture and the amount of hours per week the entrepreneur devotes to the venture. These results are significant even when controlling for other known characteristics associated with entrepreneurial investment. Copyright © 2009 Strategic Management Society. DOES SELF-EFFICACY AFFECT ENTREPRENEURIAL INVESTMENT?Gavin Cassar* The Wharton School University of Pennsylvania Henry FriedmanThe Wharton School University of Pennsylvania April 2009ABSTRACT: We empirically examine the effect of self-efficacy on entrepreneurial investment choices. We identify various attributes of entrepreneurial investment, and argue that higher selfefficacy is associated with more aggressive entrepreneurial investment decisions. We show that self-efficacy increases the likelihood of both being a nascent entrepreneur and creating an operating business. Self-efficacy also increases the proportion of personal wealth invested in the venture and the amount of hours per week the entrepreneur devotes to the venture. These results are significant even when controlling for other known characteristics associated with entrepreneurial investment. In contrast, we find no relationship between self-efficacy, or even risk preferences, and investment risk.

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Section: Implications For Theory and Practicementioning

confidence: 97%

Does Self-Efficacy Affect Entrepreneurial Investment?

Cassar

Friedman

2009

SSRN Journal

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“…encouraging rapid learning and technical advances (Weinzimmer, Bond, Houston, & Nystrom, 2003). Hence:…”

Section: Journal Of Strategic Marketing 271mentioning

confidence: 99%

Clan culture, strategic orientation and new product performance in Chinese marketing ventures: an exploration of main and moderating effects

Chuang

Morgan

Robson

2012

Journal of Strategic Marketing

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We investigate the role of Chinese clan culture in influencing firms' strategic orientations and new product performance outcomes in this transitional economy. We also test the moderating effects of the type of marketing venture (independent or corporate) pursued and the type of product development strategy (improved or novel) employed. We report the results of an empirical study of 187 high-technology new product, marketing ventures in China. The extant literature is replete with examinations of Chinese national culture embodied in bureaucratic characteristics such as 'guanxi' or Confucian ideology. In contrast, we examine culture within the firm and consider that firms' clan culture, which is characteristic of Chinese collectivist ideals, can influence the strategic orientations they adopt. We find that clan culture is positively linked to strategic analysis and strategic defensiveness. We also identify positive relationships of strategic analysis and strategic defensiveness with new product performance. Finally, we reveal moderating effects of marketing venture type and product development strategy on clan culture -strategic orientation -new product performance links.

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“…Despite evidence of the marketer"s apparent value to the organisation (e.g. Weinzimmer, et al, 2003) what chance, then, a place at the heart of the organization -with an opportunity to seize and influence the strategic imperative?…”

Section: Notion Of Marketing As Grandmentioning

confidence: 99%

Conceptualising and measuring defensive marketing orientation (DMO): some inaugural thoughts on assessing marketing's place in ‘society's doghouse’

Woodall

Swailes

2009

Journal of Strategic Marketing

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Many commentators suggest that marketing should be at the heart of strategic decision making, yet lament its continued inability to establish a presence at business"s top table. Such failure is generally deemed to be the fault of the organization at large, and there is a generally implied presumption that marketers are unfairly marginalized. For marketing to succeed, however, it must be perceived as both credible and contemporary, yet there are small, though substantive, bodies of research implying, 1) that marketing"s reputation is still far from ideal and, 2) that practicing marketers prefer traditional means of endeavour that are likely counter-productive in the context of new, customer-focused, manifestos. Analysis of both the marketing and psychology literatures reveals that there is no existing measure that might be used to evaluate attitudes of marketers toward either MO or post-MO marketing concerns and that, consequently, we never test the commitment of the agent most critical to marketing"s strategic aspirations. This paper makes a strong case for the rectification of such deficiency and, via critical reflection on some recent debates concerning marketing measures, suggests an inaugural perspective on how evaluation might be achieved. An agenda for further research is offered, too.

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Relating marketing expertise on the top management team and strategic market aggressiveness to financial performance and shareholder value

Cited by 34 publications

References 108 publications

Does Self-Efficacy Affect Entrepreneurial Investment?

Does Self-Efficacy Affect Entrepreneurial Investment?

Clan culture, strategic orientation and new product performance in Chinese marketing ventures: an exploration of main and moderating effects

Conceptualising and measuring defensive marketing orientation (DMO): some inaugural thoughts on assessing marketing's place in ‘society's doghouse’

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