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This paper aims to explore the relationship between corporate cultural/intangible assets and marketing capabilities by examining managers’ and entrepreneurs’ perceptions in a retail setting.

Nineteen face-to-face interviews were conducted with UK small and medium sized enterprise (SMEs) managers and entrepreneurs to identify six sub-capabilities that form marketing capability. The authors further validated the relationship between marketing sub-capabilities and its antecedent tangible and intangible assets. The qualitative approach used provided a deeper insight into the motivations, perceptions and associations of the stakeholders behind these intangible concepts, and their relationships with their customers.

The research identified that there is a strong relationship between tangible and intangible assets, their components and the following capabilities: corporate/brand identity management, market sensing, customer relationship, social media/communication, design/innovation management and performance management. In addition, companies need to understand clearly what tangible and intangible assets comprise these capabilities. Where performance management is one of the key internal capabilities, companies must highlight the importance of strong cultural assets that substantially contribute to a company’s performance.

Previous work on dynamic capability analysis is too generic, predominantly relating to the manufacturing sector, and/or focussing on using a single case study example. This study extends the concept of marketing capability in a retail setting by identifying six sub-capabilities and describing the relationship of each with tangible and intangible assets. Through extensive qualitative analysis, the authors provide evidence that by fully exploiting their embedded culture and other intangible components, companies can more favourably engage with their customers to attain a sustainable competitive advantage.

The concept of company culture is now playing an ever‐increasing role in the continuing endeavour to work towards ever better company management, particularly in the industrial field. This monograph reviews the history and development of both national and company cultures, and then goes on to demonstrate the significance of a culture to proper company management. Well‐managed companies will have both a “quality culture” and a “safety culture” as well as a cultural history. However, it has to be recognised that the company culture is subject to change, and effecting this can be very difficult. Of the many national cultures, that of Japan is considered to be the most effective, as is demonstrated by the present dominance of Japan on the industrial scene. Many industrialised nations now seek to emulate the Japanese style of management, but it is not possible to copy or acquire Japan′s cultural heritage. The text is illustrated by a large number of practical examples from real life, illustrating the way in which the company culture works and can be used by management to improve company performance.

This chapter focuses on corporate cultures as critical focus points for the knowledge economy. The authors explain how culture is a crucial intangible asset in the hyperdynamic knowledge economy. The de facto business cultures in every organization – visible or invisible – are also discussed. The authors describe the four common types of business cultures – bureaucracy, market, clan, and fief. Finally, the importance of aligning culture and strategy is explained. In the event of culture, this chapter explains why culture will always prevail in any strategy-culture conflict. The chapter is supported by practical use cases.

While a strong association between Marketing Orientation development and company performance has been established, the understanding of the Marketing Orientation remains unclear since some studies have suggested a philosophical nature for Marketing Orientation and some other studies concluded that Marketing Orientation represents a behavioural notion. As a result of this antithesis, research has not proceeded in the investigation on the factors that determine the degree of Marketing Orientation development. Shows that Marketing Orientation should be conceptualised synthetically since it represents the integration of a certain culture with specific behaviour. Closely examines the major determinants of Marketing Orientation development. Although exploratory in nature, suggests that Marketing Orientation development is determined by company‐specific, as well as by market‐specific factors with the former having a facilitating effect and the latter a coercive effect.

The purpose of this paper is to develop an original framework to explore corporate social responsibility (CSR) plays a mediation role between green organizational culture and green product innovation performance.

This study divides CSR into proactive CSR and reactive CSR. This research employs an empirical study by means of the questionnaire survey method to verify the hypotheses and to explore its managerial implications in Taiwanese manufacturing companies. Structural equation modeling is applied to verify the research framework.

The empirical results verify that green organizational culture positively affects proactive CSR and green product innovation performance. This study shows that proactive CSR mediates the positive relationship between green organizational culture and green product innovation performance, but reactive CSR does not. Green organizational culture is a driving force for proactive CSR and green product innovation performance. Organizational members in Taiwanese companies are exposed to green organizational culture which influences CSR activities. Moreover, this study verifies that proactive CSR of large companies are significantly higher than those of small and medium enterprises (SMEs).

There are three limitations of this study. First, this study verifies the hypotheses by means of questionnaire survey which only includes cross-sectional data. Second, this study utilize self-reported data may suffer the problems of common method variance. Third, this study applies a “five-point Likert scale” ranging from 1 to 5 to measure the constructs. Future research can apply a “seven-point Likert scale” to measure the constructs and compare with this study to test the significance of the variability of the data. There are two implications emerging from the study. First, proactive CSR has a positive effect on green product innovation performance, but reactive CSR does not. Second, green organizational culture is a driving force for proactive CSR and green product innovation performance.

This study summarizes the literature of CSR into a new managerial framework and highlights the importance of proactive CSR. Therefore, green organizational culture cannot only affect green product innovation performance directly, but also influence it indirectly via proactive CSR in the Taiwanese manufacturing industry. Taiwanese manufacturing companies can increase their green organizational culture and proactive CSR to enhance their green product innovation performance. This study also explores that proactive CSR of large companies are significantly higher than those of SME.

The purpose of this study is to develop new knowledge on corporate branding from a corporate social responsibility (CSR) perspective. The paper is particularly concerned with how environmental awareness can function as a specific CSR activity, and how environmental awareness can impact corporate brand. The paper also investigates the role of personal leadership, both within the company and externally, in developing an environmentally responsible company.

The paper uses an explorative research method and studies one company within the Norwegian offshore oil and gas industry. The analysis is based on qualitative interview data.

The study shows how the founder's role as “cultural architect” has a positive impact on how external constituents assess the image of the company, especially with regard to the company's innovations and its awareness of environmental issues, in two ways: first, it shapes, coordinates, energizes and leverages employees' attitudes and behaviors in relation to environmental issues; second, it thereby enforces a positive external reputation for the company, especially as a “green innovator”.

The findings are induced from a case study of one company in a particular industry. The results may therefore not be applicable or generalizable to other companies or other industries.

The study suggests that companies may gain reputational advantages and differentiation in integrating corporate social responsibility and environmental awareness as a core element of their business strategy.

The paper contributes to the corporate branding literature by exploring the role of CSR, and in particular concern for environmental issues and personal leadership, in building corporate reputation and developing a strong corporate brand.

Defines the concept of corporate culture and shows how it affects organizations (both positively and negatively). Corporations that have been successful in establishing and fostering positive cultures are profiled. The authors find that an effective culture must be aligned with employee values and be consistent with the environment in which the organization operates. While it is best to establish a positive culture with which employees can identify during an organization’s infancy, it is possible to change an existing culture. Such change is best accomplished by modeling desired behavior at all levels of management and by planning events that foster frequent interaction among cross‐functional employees. Concludes that a positive culture can provide a significant competitive advantage.

As the companies learn to operate safely and effectively, until there is a vaccine or totally effective treatment for the virus, public scrutiny of how they treat their workers and serve their communities will be intense. Given the severity of the consequences of failing to act proactively, business leaders need to identify and implement practices that elevate brand authenticity and responsible citizenry as strategic priorities.

To fulfill requirements for brand authenticity and responsible citizenry in the Covid-19 era, executives should engage three strategies: 10;1.9;Fuse external brand identity and internal organizational culture. 10;2.9;Design and manage the employee experience. 10;3.9;Evolve corporate social responsibility into creating shared value. 10; 10;

For many enterprises, the COVID-19 crisis has served as a litmus test of the true character of the company, the authenticity of its brand and the sensitivity of its leaders. 10;When a company’s brand and culture are not aligned and integrated, it can cause serious and sweeping consequences in the marketplace. 10;

The experience that a company provides for its employees must be as deliberately designed and managed as its customer experience.

Offers an approach leaders can use to develop and institute a values-based code of conduct – that is, a code of conduct that promotes the integration of brand, culture, core values and ethics through cohesive guidelines and clear expectations.

This paper seeks to investigate with reference to which factors the innovation processes of new and improved products differ and how these factors relate to the products' success on the market, with a specific focus on technology‐ and market‐related factors.

Data were collected on 129 products of the Dutch food and beverages (F&B) industry announced in professional journals in 1998. Questionnaires were used in 2000 to evaluate product innovativeness, product innovation process factors and short‐term market performance; whereas in 2005 long‐term market performance was measured.

The results show that there are considerable differences in the innovation processes of new versus improved products and in the role of process‐related aspects in the short‐ and long‐term market success of these products. Interestingly, taking the current emphasis on market orientation in the F&B industry into account, technology‐related aspects are especially crucial for long‐term market success.

The study distinguishes between product development processes of new versus improved products and relates innovation process factors to the success not of the company as a whole but of the specific product that is under development. This is a new approach. Moreover, the success of products is measured not only soon after market launch, but also after several years. It fills an important research gap by investigating success factors of products that have become cash cows of F&B companies.