The Trade-off between Customer and Technology Orientations: Impact on Innovation Capabilities and Export Performance

Hortinha, Paula; Lages, Carmen; Lages, Luís Filipe

doi:10.1509/jimk.19.3.36

Cited by 147 publications

(178 citation statements)

References 112 publications

(259 reference statements)

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“…Firms need to know how to handle relationships with customers by adding value [24,25]. Yet companies must also consider the environment because customers' decisions are conditioned by corporate actions in this area [3,4].…”

Section: Introductionmentioning

confidence: 99%

The Effect of Absorptive Capacity on Green Customer Capital under an Organizational Unlearning Context

et al. 2018

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Environmental management is becoming increasingly important within organizations and forms an essential part of their strategies. As customers are more concerned with the care of the environment, companies are required to be more aware of their actions. Consequently, companies must ignore their historical mindsets and assumptions to be able to adopt green-oriented practices and processes. Our specific research questions are: (i) How can firms become (more) green-oriented? and (ii) how can knowledge-based organizational capabilities drive this shift into greener companies, which may enhance green customer capital? The research model describes how the complementary roles of absorptive capacity (direct effect) and the fostering of an organizational unlearning context (moderating effect) affects green customer capital within the Spanish automotive component manufacturing sector. Empirical results reveal that to create green customer capital, companies should absorb new knowledge and build a context of organizational unlearning. In today's competitive environment, knowledge rapidly becomes obsolete, so companies need to encourage unlearning to make space for new knowledge that meets environmental needs and keeps pace with changing customer preferences. The research hypotheses were tested using partial least squares (PLS) path-modeling.

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Section: Introductionmentioning

confidence: 99%

The Effect of Absorptive Capacity on Green Customer Capital under an Organizational Unlearning Context

et al. 2018

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“…According to Ghouri et al (2011), the implementation of a good market orientation was more probable to lead to firms' performance. Hortinha et al (2011) observed a positive relationship between market orientation and business performance. Researchers such as: Kohli and Jaworski (1996;Slater and Narver, 1994;Lado and Maydeu-Olivares, 2001;Yoon and Lee, 2005;Lai et al, 2009;Mahmoud et al, 2010;Smirnova et al, 2011;Bahman and Mehdi, 2011;Mashahadia et al, 2016) have all observed a positive relationship between market orientation and business performance.…”

Section: Hypothesis Developmentmentioning

confidence: 95%

Analysis of Market Orientation on Business Performance in the Multinational Service Industries

Ansah¹

2017

Journal of Social Sciences

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Abstract:The paper examined the extent of market orientation on business performance in the multinational service industries in Ghana. It applied the behavioral viewpoint of market orientation measurement using MKTOR scale as a base in eliciting information from eleven marketing managers through in -depth interview while one hundred and sixty-three marketing managers were also surveyed using structured questionnaires. Structural Equation Modelling (SEM) statistical technique was used in analysing the data using Partial Least Square (PLS) software version 3.0. The findings revealed that, customer orientation and competitor orientation have significant positive relationships with business performance of the multinational service companies' activities whereas, inter-functional coordination did not have any influence on business performance. The study contributes to the negligible studies on market orientation measurement as a uni-dimensional construct as well as the limited studies on marketing managers as drivers of market oriented activities in the SubSaharan African countries.

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“…However, there are other definitions and dimensions for IC identified by innovation scholars (Akman and Yilmaz, 2008;Hortinha et al, 2011;Lawson and Samson, 2001). In this study, however, based on the content that emerged from Cluster 2 and the above discussion, IC is defined as the firm's ability to develop new (or existing) products/processes and ideas continually to meet existing and new international markets' needs.…”

Section: Cluster 1 (C1)-relational-based Fsamentioning

confidence: 95%

“…For instance, innovation capabilities have been applied in different studies with dissimilar dimensions. In this regard, in their study Hortinha et al (2011) considered innovative capability as the firm's ability to develop new products and improve existing products, whereas in another study (Guan and Ma, 2003), the dimensions of innovative capability were much wider and included marketing capability, manufacturing capability, etc. On the contrary, other researchers have used the similar dimensions for different labels of organizational capabilities.…”

Section: Dynamic Capabilities In the Context Of Internationalizationmentioning

confidence: 99%

“…According to the business network and relational-based literature, there are different definitions as well as dimensions for NC provided by related researchers Mu and Benedetto, 2012;Ritter et al, 2002;Walter et al, 2006). As depicted in Table 2 (Freeman and Styles, 2014;Kaleka, 2012, Morgan et al, 2012Murray et al, 2011;Raymond and St-Pierre, 2013;Zou et al, 2003); (e) innovation (innovative) capability (Bianchi, 2009;Guan and Ma, 2003;Hortinha et al, 2011;Luo et al, 2005;Yi et al, 2012); (f) technological competence and unique product development (Knight and Cavusgil, 2004); (g) production capability as a component of technological capabilities (Flor and Oltra, 2005); (h) technological capability (Chen et al, 2009;Yiu et al, 2007); (i) innovation and technology capabilities as a sub-dimension of capability for internationalization (Camison and Villar, 2009 product innovation (Bortoluzzi et al, 2014) ; and (q) differentiation capability (Chen et al, 2014).…”

Section: Cluster 1 (C1)-relational-based Fsamentioning

confidence: 99%

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Pluripotent Dynamic Capabilities in the Internationalization of Firms: Focus on Learning, Innovating and Networking in SMEs from Sweden

Saeedi¹

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Small and medium-sized enterprises (SMEs) are the backbone of the economy; therefore, their internationalization has been a considerable concern for international business (IB) scholars.Particularly, for those economies such as Sweden with small local markets, internationalization of SMEs could be fundamental. The firm-specific advantages (FSAs), including what the firm has and does, are crucial for SMEs to overcome in the face of their numerous different obstacles including liability of smallness (LOS), liability of newness (LON) and liability of foreignness (LOF).Examining the extant literature on the evolution of IB theories indicates that over time, IB scholars have been reaching to dynamic-based FSAs (what the firm does) as the source of developing and protecting sustainable competitive advantages (SCA) across national borders in a changing business environment. Recently, the leading IB researchers have also argued that the nature of the dynamic-based FSAs could be similar to dynamic capabilities. But, when it comes to determining specific component factors of the dynamic-based FSAs (as dynamic capabilities), there has been little agreement between IB researchers. In other words, the room of the dynamic capabilities is still dark. In this respect, shedding light into this room, particularly in the area of IB studies, is crucial. In addition, after determining the component factors of the dynamic-based FSAs, it is also critical to know the likely relationships between the identified component factors as well as their impact on the SMEs' international performance (IP) as an important outcome of the internationalization. This means that there is a potential theoretical gap associated with the conceptualization of the component factors of the dynamic-based FSAs on one hand, and a potential empirical gap on the other. Given both theoretical and empirical research gaps, the purpose of this study is to examine, from a theoretical perspective, the nature of the dynamic- Further analysis showed that ACAP, as an endogenous latent variable, additionally has a positive indirect association with SMEs' international performance (IP). Moreover, the results also indicate that innovative capability (IC) is directly and positively affected by ACAP (the innovating-by-learning effect). It was also empirically revealed that ACAP is a very strong predictor for networking capability (NC), which is labeled as the networking-by-learning effect.Another major finding was that in internationalized SMEs, NC is strongly, directly and positively affected by IC; this effect also is termed as the networking-by-innovating effect. The IX SammanfattningMindre och medelstora företag (SME-företag) utgör ryggraden i ett lands ekonomi; därför har SME-företagens internationalisering varit en mycket viktig frågeställning för forskare inom internationellt företagande. Speciellt för de ekonomier, som likt Sverige har en liten hemmamarknad, kan internationaliseringen av SME-företag vara av fundamental betydelse. De företagsspecifika fördelarn...

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The Trade-off between Customer and Technology Orientations: Impact on Innovation Capabilities and Export Performance

Cited by 147 publications

References 112 publications

The Effect of Absorptive Capacity on Green Customer Capital under an Organizational Unlearning Context

The Effect of Absorptive Capacity on Green Customer Capital under an Organizational Unlearning Context

Analysis of Market Orientation on Business Performance in the Multinational Service Industries

Pluripotent Dynamic Capabilities in the Internationalization of Firms: Focus on Learning, Innovating and Networking in SMEs from Sweden

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