The Development and Impact of Marketing Capabilities in Central Europe

Fahy, John; Hooley, Graham J.; Cox, Tony; Berács, József; Fonfara, Krzysztof; Snoj, Boris

doi:10.1057/palgrave.jibs.8490907

Cited by 171 publications

(137 citation statements)

References 41 publications

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“…As a result, INVs are more likely to choose entry modes that give them higher control when transferring tacit know-how capabilities (Madhok, 1998;Luo, 2001), especially because these capabilities are essential for understanding long-term competitive advantage in INVs. In this regard, Fahy et al (2000) state that wholly-owned subsidiaries will be a more efficient vehicle through which to transfer marketing knowledge than other organizational arrangements.…”

Section: The Influence Of Marketing Capabilities On Entry Mode Choicementioning

confidence: 99%

“…In this regard, the development of marketing capabilities is generally an important source of competitive advantage and a positive association between these capabilities and local performance has been demonstrated (Day 1994, Fahy et al 2000. As marketing capabilities can be used to create and disseminate useful knowledge (Bharadwaj et al, 2005), and have the characteristics of value, inimitability, immobility, and non-substitutability (Vorhies & Morgan, 2005), firms with stronger marketing capabilities should be better positioned to create demand growth and appropriate the accompanying growth in economic revenues.…”

Section: Influence Of Marketing Capabilities On International Performmentioning

confidence: 99%

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International new ventures as “small multinationals”: The importance of marketing capabilities

Ripollés

Blesa

2012

Journal of World Business

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This paper aims to explore how marketing capabilities contribute to the international expansion of international new ventures, and the influence of these capabilities on the entry mode these firms choose. Specifically, the study examines how marketing This study extends previous international entrepreneurship research, including insights on antecedents of international new ventures' choice of higher commitment entry modes in foreign markets. Additionally, the results of this work encourage international entrepreneurs to look beyond the explicit value of experiential market knowledge to realize the potential value of marketing capabilities as an antecedent to higher commitment entry modes.

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Section: The Influence Of Marketing Capabilities On Entry Mode Choicementioning

confidence: 99%

Section: Influence Of Marketing Capabilities On International Performmentioning

confidence: 99%

International new ventures as “small multinationals”: The importance of marketing capabilities

Ripollés

Blesa

2012

Journal of World Business

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“…Empirical examination of the resource-based view has been fragmented and limited in scope (Fahy, 2001). There has been relatively little use of the resource-based view as a framework for analysis in marketing strategy (the exceptions include Wernefelt, 1984;Bharadwaj, Varadarajan and Fahy, 1993;Fahy at al, 2000).…”

Section: Criticisms Of the Resource-based Viewmentioning

confidence: 99%

Towards a further understanding of the development of market orientation in the firm: a conceptual framework based on the market-sensing capability

Foley

Fahy

2004

Journal of Strategic Marketing

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While the relationship between market orientation and performance has been examined extensively in the literature, relatively little attention has been given to the antecedents of market orientation. So the basic question of how to develop a marketdriven organisation remains to a large extent unanswered. The capabilities framework provides a useful conduit through which this issue can be approached, since it recognises that firms are innately heterogeneous because the different resources or capabilities they possess. However, this area has been accused of being tautological in nature, and requires further extensive empirical analysis. This paper presents a theoretical framework that uses the decomposition of the market-sensing capability as a way to facilitate understanding of the creation of market orientation. Thus it will not only add to the literature on the antecedents of market orientation, but also offers an empirical analysis of a significant capability. Furthermore, this model addresses the question of the relationship between market orientation and learning orientation, and proposes that a learning orientation precedes a market orientation.

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“…Na concepção teórica de Hooley et al (2005), consistente com outras formulações recentes (Atuahene-Gima, 1996;Han et al, 1998;Baker e Sinkula, 1999a, 1999b e sustentada em seus trabalhos anteriores (Hooley et al, 1999;Fahy et al, 2000;Hooley e Cox, 2000;Hooley et al, 2001;Fahy e Hooley, 2002;Gray e Hooley, 2002;Hooley et al, 2003), numa organização altamente orientada ao mercado, é de se esperar que as práticas de administração de recursos humanos sejam dirigidas a contribuir para o valor do cliente.…”

Section: O Modelo Propostounclassified

“…O modelo teórico foi baseado em contribuições prévias na área, em especial os trabalhos liderados por Hooley (e.g. : HOOLEY et al, 1999;Fahy et al, 2000;Hooley e Cox, 2000;Hooley et al, 2001;Fahy e Hooley, 2002;Gray e Hooley, 2002;Hooley et al, 2003;Hooley et al, 2005); as publicações sobre as capacidades de marketing de Day (1994); os ativos baseados no mercado de Srivastava, Shervani e Fahey (1998); e a orientação para o mercado e o impacto sobre a performance empresarial e suas dimensões, desenvolvidos a partir dos estudos de Naver e Slater (1990) e de Kohli e Jaworski (1990), posteriormente expandidos por Baker e Sinkula (2005). Os resultados encontrados trazem relevantes implicações acadêmicas e gerenciais, contribuindo para a ampliação dos trabalhos que abordam esses temas como modelos integrados.…”

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Impacto dos recursos da empresa na performance de inovação

Perin¹,

Sampaio²,

Hooley

2007

Rev. adm. empres.

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A abordagem VBR, visão baseada em recursos da empresa (resource-based view of the fi rm), para desenvolver e explorar os benefícios que os recursos internos podem oferecer às empresas, tem sido um tema de impacto na literatura da área de Administração Estratégica. Tem havido grande interesse no papel que os recursos internos da empresa podem assumir na criação de vantagem competitiva, em especial no seu impacto na performance de inovação. Visando um aprofundamento desse tema, este artigo teve como objetivo principal a avaliação da relação de recursos da empresa com a performance de inovação, com ênfase em recursos como a orientação para o mercado, as capacidades gerenciais, a capacidade de conexão com os clientes, os ativos de recursos humanos e a capacidade de inovação. Para tanto, um modelo teórico foi desenvolvido e testado pela aplicação da técnica de modelagem de equações estruturais, em um estudo que envolveu empresas de diversos setores econômicos do Brasil. Os resultados do estudo expõem alguns caminhos pelos quais os recursos, ativos e habilidades empresariais infl uenciam a performance da inovação nas organizações. Marcelo Gattermann Perin PUC-RS Claudio Hoffmann Sampaio PUC-RS Graham HooleyAston University ABSTRACT PALAVRAS-CHAVERecursos internos da empresa, performance, inovação, vantagem competitiva, orientação para o mercado.

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The Development and Impact of Marketing Capabilities in Central Europe

Cited by 171 publications

References 41 publications

International new ventures as “small multinationals”: The importance of marketing capabilities

International new ventures as “small multinationals”: The importance of marketing capabilities

Towards a further understanding of the development of market orientation in the firm: a conceptual framework based on the market-sensing capability

Impacto dos recursos da empresa na performance de inovação

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