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1 – 10 of over 63000Dalila Brown, Pantea Foroudi and Khalid Hafeez
This paper aims to explore the relationship between corporate cultural/intangible assets and marketing capabilities by examining managers’ and entrepreneurs’ perceptions in a…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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This study aims to address the extent that the deployment of and complementarity between marketing mix and customer-focused (brand management, and customer relationship management…
Abstract
Purpose
This study aims to address the extent that the deployment of and complementarity between marketing mix and customer-focused (brand management, and customer relationship management) capabilities provide firms the capacity to transform their market knowledge into effective responsive actions that help to achieve new product success.
Design/methodology/approach
A questionnaire was used as the primary means of data collection. Data from 160 large business-to-business firms across a variety of industries in Iran were analyzed using partial least squares regression to test the hypothesized paths.
Findings
The results show that market-oriented firms are better at deploying marketing mix, brand management and customer relationship management capabilities, and these capabilities help to drive new product performance, and the complementarity between these marketing capabilities enhances the firm’s capacity to achieve new product success more than deploying each capability in isolation.
Originality/value
In contrast to many existing studies, this study is the first to examine the role of marketing mix, brand management and customer relationship management capabilities and their complementarity as intervening mechanisms in the relationship between market orientation (MO) and new product performance. Further, this study extends the marketing literature by investigating the role of different forms of marketing capabilities in a complementary fashion in the context of a Middle Eastern economy.
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Ibrahim Alnawas and Jane Hemsley-Brown
Using the resource-based view (RBV), the purpose of this paper is to examine the potential mediation effect of customer relationship management capability, branding capability and…
Abstract
Purpose
Using the resource-based view (RBV), the purpose of this paper is to examine the potential mediation effect of customer relationship management capability, branding capability and service innovation capability on the established link between market orientation (MO) and hotel performance. It further investigates the complementarity between these capabilities in relation to hotel performance.
Design/methodology/approach
The survey data were collected from 216 UK hotels. AMOS 23 was used to analyse the research data.
Findings
The link between MO and hotel performance appears to be indirect via customer relationship capability, branding capability and service innovation capability. The three capabilities also appear to play different complementary roles when affecting hotel performance.
Practical implications
The current study offers hotel managers a ranking of the contribution of individual capabilities to hotel performance. It also helps them to make better investment decisions in developing the right capability combinations to enhance their hotel performance.
Originality/value
The research is based on integrating MO and RBV into a single framework to gain a deeper understanding of the relationship between MO and high-order marketing capabilities and how these factors shape hotel performance.
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Guangming Cao and Na Tian
Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of…
Abstract
Purpose
Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms that enable a firm to use marketing analytics to enhance its CRM and brand management capabilities, thereby improving its marketing performance.
Design/methodology/approach
A research model is developed and tested based on an analysis of 289 responses collected using an online survey from middle and senior managers of Chinese firms with sufficient knowledge and experience in using marketing analytics for survey participation.
Findings
The findings demonstrate that MAU is positively related to both CRM and brand management capabilities, which in turn are positively associated with marketing performance; and that both CRM and brand management capabilities mediate the relationship between MAU and marketing performance.
Research limitations/implications
The study’s outcomes were based on data collected from a survey, which was distributed using mass e-mails. Thus, the study is unable to provide a meaningful response rate. The research results are based on and limited to Chinese firms.
Practical implications
MAU is essential for enhancing customer-linking marketing capabilities such as CRM and brand management, but it alone is not sufficient to improve marketing performance. Firms wishing to improve marketing performance should leverage the knowledge and insights gained from MAU to enhance their critical customer-linking marketing capabilities.
Originality/value
This study explicates the capability-developing mechanisms through which a firm can use its market-sensing capability as manifested by MAU to enhance customer-linking marketing capabilities and to improve its marketing performance. In so doing, this study extends our understanding of the critical role of absorptive capacity in helping firms identify, assimilate, transform and apply valuable external knowledge.
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Hendar Hendar, Moch. Zulfa, Alifah Ratnawati and Mulyana Mulyana
The purpose of this paper is to investigate and test the role of religio-centric product strategy (RPS) in mediating the relationship among marketing innovativeness (MI), market…
Abstract
Purpose
The purpose of this paper is to investigate and test the role of religio-centric product strategy (RPS) in mediating the relationship among marketing innovativeness (MI), market sensing capability (MSC), customer relationship management capability (CRMC) and brand management capability (BMC) with marketing performance (MP) in a religious-based industry. This is in accordance with the conditions of Indonesian religious people and the increasing demand for Muslim fashion products.
Design/methodology/approach
This paper selected 330 small fashion businesses in Indonesia and tested the regressive relations of the 6 constructs.
Findings
The findings showed that MI, MSC, CRMC and BMC have a positive effect on RPS and RPS also has a positive effect on MP, so that RPS acts as mediation in the relationship among MI, MSC, CRMC and BMC with MP.
Research limitations/implications
In-depth research on other dimensions of the role of antecedent variable of RPS, such as NPD capability, specialized marketing capability, resource reconfiguration marketing capability, architectural marketing capability and marketing resources that are interesting to discuss (Morgan, 2012), has not been done in research.
Originality/value
By examining the literature on dynamic capability, marketing strategy, entrepreneurship and business performance, this paper offers a unique analysis of dynamic marketing capability and its impact on product strategy and MP in religious-based industries.
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Abdulmawlay Ramadhan, Kolawole Iyiola and Ahmad Bassam Alzubi
The purpose of this study is to investigate the relationship between the absorptive capacity (AC) of a firm and project success (PS), with particular attention to the mediating…
Abstract
Purpose
The purpose of this study is to investigate the relationship between the absorptive capacity (AC) of a firm and project success (PS), with particular attention to the mediating role of customer knowledge management capability (CKMC) and the moderating role of environmental complexity (EC). By using data collected from Turkish SMEs across different sectors, the study seeks to understand how AC impacts project success, how CKMC mediates this relationship, and how EC moderates the link between AC and CKMC. The research contributes to both theory and practice by providing insights into these relationships and suggesting future research directions.
Design/methodology/approach
This study focuses on Small and Medium-sized Enterprises (SMEs) in Turkey, specifically within the cities of Istanbul, Ankara, Izmir, and Konya. To gather data, the researchers utilized a non-probabilistic convenience sampling method and distributed self-administered surveys to a selected pool of 918 respondents including shift supervisors, project managers, and team members within these SMEs. The surveys were translated to Turkish to avoid language issues. Out of the surveys distributed, 401 valid responses were collected, resulting in a response rate of 43.68%.
Findings
The main findings of the study indicate that a firm’s absorptive capacity (AC) positively impacts project success and customer knowledge management capability (CKMC). Furthermore, CKMC plays a mediating role, positively influencing project success. Additionally, the study reveals the moderating effect of environmental complexity (EC) on the relationship between AC and CKMC, suggesting that as EC becomes more complex, it strengthens the link between AC and CKMC. Moreover, CKMC was found to mediate the moderating effect of EC on the relationship between AC and project success, emphasizing the significance of environmental complexity in this interaction.
Research limitations/implications
This study’s limitations stem from its cross-sectional approach, which limits the ability to establish causal relationships between the constructs of absorptive capacity (AC), customer knowledge management capability (CKMC), and project success. It does not examine other potential mediators, such as customer relationship capability and innovation capability. Furthermore, the existing literature on this topic is scarce, suggesting a need for further research, particularly on constructs like team skills for managing CKMC. There is also an unexplored area around the effects of different forms of complexity, such as resource and technical complexity. Finally, further research is needed to understand how SMEs, which often face resource constraints, leverage AC in different functional domains for successful new product development.
Practical implications
The study’s findings have significant practical implications for SMEs, highlighting the importance of absorptive capacity (AC) and customer knowledge management capability (CKMC) in promoting project success, particularly under conditions of environmental complexity. As businesses navigate uncertain environments, external knowledge acquisition becomes crucial for improvement and innovation. Efficient transformation of this knowledge can enhance project success rates. Thus, firms should cultivate a proactive, innovative, and risk-taking climate. Also, firms should regularly assess their AC and CKMC in the face of shifting stakeholder expectations and market competition. The ability to detect, integrate, and apply external knowledge in product and service development can significantly enhance project success rates.
Originality/value
This study’s originality lies in its exploration of the complex interplay between a firm’s absorptive capacity (AC), customer knowledge management capability (CKMC), environmental complexity (EC), and project success (PS). By examining Turkish SMEs across various sectors, the study uncovers the mediating role of CKMC and the moderating role of EC in the relationship between AC and PS. Furthermore, it reveals how the effect of AC on PS through CKMC strengthens with increasing environmental complexity. These findings offer fresh insights into the complexity theory and the factors influencing project success, providing a unique perspective for both academics and practitioners, with practical implications for managing SMEs in complex environments.
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Yonggui Wang and Hui Feng
This study seeks to extend the resource‐based view to the context of customer relationship management. It is intended to develop a measurement model of customer relationship…
Abstract
Purpose
This study seeks to extend the resource‐based view to the context of customer relationship management. It is intended to develop a measurement model of customer relationship management (CRM) capabilities, and to explore the key antecedents and performance consequences of CRM capabilities.
Design/methodology/approach
Questionnaire survey was used to collect data. In order to develop a reliable and valid measurement model of CRM capabilities, several rounds of questionnaire survey were conducted, and hypotheses were tested by utilizing the technique of structural equation modeling.
Findings
A three‐factor (customer interaction management capability, customer relationship upgrading capability and customer win‐back capability) measurement model of CRM capabilities is developed and tested. Furthermore, results support the hypothesized influences of customer orientation, customer‐centric organizational system and CRM technology on CRM capabilities, as well as the influence of CRM capabilities on organizational performance.
Practical implications
This study provides a useful measurement mode of CRM capabilities that managers can use to evaluate the status in quo of CRM capabilities of their firms. Managers may also improve their CRM programs more effectively and efficiently by deploying such strategic resources of firms as customer orientation, customer‐centric organizational system and CRM technology to build and strengthen their CRM capabilities.
Originality/value
The paper addresses significant gaps in the current literature by taking a capability view of CRM, developing a valid measurement model of CRM capabilities, and examining how possession of important CRM resources influences the effective deployment of CRM capabilities.
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Aurora Garrido-Moreno, Víctor García-Morales, Stephen King and Nigel Lockett
Although Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's…
Abstract
Purpose
Although Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's increasingly digital landscapes. Adopting a dynamic capabilities perspective, this paper empirically examines the specific process through which Social Media use translates into better performance and the capabilities involved in this process.
Design/methodology/approach
A research model is proposed that includes both antecedents and consequences of Social Media use. Existing research was examined to derive the research hypotheses, which were tested using SEM methodology on a sample of 212 hotels.
Findings
The results show that Social Media use does not exert significant direct impact on organizational performance. Rather, the findings confirm the mediating role played by Social CRM and Customer Engagement capabilities in the value creation process.
Practical implications
The results demonstrate how Social Media tools should be implemented and managed to generate business value in hotels. Implications yield interesting insights for hotel managers
Originality/value
This study is a first attempt to analyze empirically the real impact of digital media technologies, particularly Social Media use, drawing on the dynamic capabilities perspective and focusing on service firms (hotels). Including the variable “Organizational Readiness” as a basic prerequisite to benefit from Social Media use enhances the study's novelty and contribution.
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Dennis Herhausen and Marcus Schögel
– This study aims to examine the direct and moderating effects of generative learning on customer performance.
Abstract
Purpose
This study aims to examine the direct and moderating effects of generative learning on customer performance.
Design/methodology/approach
The authors test the relationships between customer relationship management (CRM) capabilities, generative learning, customer performance, and financial performance with a cross industry survey of CEOs and senior marketing executives from 199 firms. Partial least squares are used to estimate the parameters of the resulting model.
Findings
The results reveal that generative learning affects customer performance directly. Moreover, the interaction of CRM capabilities and generative learning contributes to customer performance. This finding suggests that firms need a well-developed generative learning orientation to fully benefit from translating new insights resulting from CRM capabilities into establishing, maintaining, and enhancing long-term associations with customers, and vice versa.
Research limitations/implications
The main limitations are those that typically apply to cross-sectional surveys. Although several steps were taken to reduce the concern of key informant bias and common method variance, dependent and independent variables were collected from the same source at a single moment in time.
Practical implications
Ceteris paribus, an increase of generative learning orientation by one unit (seven-point scale) can command an increase of up to 7 percent of the average customer performance due to its direct and interaction effect. Because even small changes in customer performance have a strong impact on financial performance, this finding indicates a remarkable and substantial result for managers.
Originality/value
Though previous research provides evidence of the adaptive learning consequences of CRM, a review of the literature reveals a lack of studies that analyze the importance of generative learning orientation for successful CRM.
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Mohammad Tayeenul Hoque, Mohammad Faisal Ahammad, Nikolaos Tzokas and Gillie Gabay
The purpose of this paper is to develop a conceptual framework on the dimensions of dynamic marketing capability (DMC) and its relationship with export performance. The paper also…
Abstract
Purpose
The purpose of this paper is to develop a conceptual framework on the dimensions of dynamic marketing capability (DMC) and its relationship with export performance. The paper also proposes the mediating role of competitive hybrid strategy and the moderating role of environmental responsiveness in explaining the relationship between DMC and export performance.
Design/methodology/approach
By following the dynamic capability notion of the marketing and competitive strategy literature, this paper proposes a novel conceptualization of the DMC development process and the possible effect of DMC on attaining competitive advantage.
Findings
The paper postulates that a firm’s DMC can reflect complementary power when its higher-level marketing capabilities are bundled together to detect distributing channel members’ crucial needs, competitors’ action plans and satisfying market demand. As yet little is known about the main underlying dimensions of higher-level DMC construct, the paper contributes in proposing the key dimensions of DMC.
Originality/value
This research advances the knowledge-based view and resource-based views and evolves a solid foundation of DMC constructs comprising four higher-order marketing capabilities, namely, ambidextrous market orientation, customer relationship management capability, brand management capability and new product development capability. Thus, this paper contributes in DMC literature in explaining export performance.
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