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This paper aims to investigate how to improve new product performance in turbulent circumstances of emerging economies.

This paper used regression analysis to examine the performance impact of customer relationship management (CRM) and product development management (PDM) concentration strategy in new product development (NPD). A detailed contingent analysis of the market and institutional environments in emerging economies is also conducted based on a survey of 114 Chinese high-tech manufacturers.

The research findings show that PDM has a stronger positive effect on new product performance than CRM in emerging economies and that the contingent effects of the market and institutional environment vary. More specifically, technological turbulence and enforcement inefficiency can positively moderate the relationship between CRM and new product performance, whereas the moderating effect of market turbulence on CRM is negative. Meanwhile, enforcement inefficiency negatively moderates the effect of PDM on new product performance, while the moderating effect of market turbulence on PDM is positive.

This paper is limited to a survey of high-tech manufacturing enterprises in China. Further research should continues to explore and document the strategic issue about NPD in emerging economies by longitudinal study.

This paper contributed to theoretical and practical initiatives on the strategic issue of NPD and provided firms a further understanding of how to select the right NPD strategy in emerging economies to improve new product performance.

By using the dynamic capabilities (DC) theory and the theory of competitive advantage, the purpose of this paper is to develop a framework to investigate the role of marketing capabilities on the firm’s export performance. Specifically, this framework depicts the consequences of marketing capabilities and focuses on the relationships among marketing capabilities, competitive advantage, and export performance.

The authors conduct a meta-analysis of the literature on marketing capabilities and use multivariate analyses to test the framework.

The study revealed that competitive advantage has an important mediating role in the relationship between marketing capabilities and export performance. Specifically, the authors found that two types of competitive advantage (i.e. low-cost advantage and differentiation advantage) positively mediate the effect of marketing capabilities on export performance.

Although research on marketing capabilities is still in its early infancy, the study provides a base from which future work can be developed. The authors also contribute to the literature by examining the mediating role of competitive advantage in the marketing capability-export performance relationship, thereby offering new insights into how and why marketing capabilities play a crucial role in explaining the firm’s export performance.

In this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.

This is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.

Existing typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.

This paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.

The purpose of this paper is to examine the role of dynamic marketing capabilities (DMC), foreign ownership modes and sub-national locations on the performance of foreign-owned affiliates (FOAs) in developing economies.

Based on a sample of 254 FOAs in the Indian manufacturing sector (covering the period of 2000-2008 leading to 623 firm-year observations), the empirical paper adopts the panel data regression approach.

The study confirms the significant importance of DMC to assist FOAs to gain better sales performance in an emerging market such as India. The findings indicate that wholly owned foreign affiliates (WOFAs) have better sales performance than international joint ventures (IJVs), and majority-owned international joint ventures (MAIJVs) perform better than minority-owned international joint ventures in the Indian manufacturing sector. The results confirm that effective deployment of DMC leads to better sales performance in WOFAs and to some extent in MAIJVs. Perhaps the most interesting finding is that developing DMC in non-metropolitan areas is associated with higher sales growth than in metropolitan locations.

The study contributes to the literature by examining the impact of DMC on performance of FOA by considering the organised manufacturing sector in a large and fast growing developing economy. In addition, the results for the moderating effects provide novel evidence of the conditions under which DMC of FOA interact with different ownership modes and influence firm performance.

Manufacturing errors, which will propagate along the assembly process, are inevitable and difficult to analyze for complex products, such as aircraft. To realize the goal of precise assembly for an aircraft, with revealing the nonlinear transfer mechanism of assembly error, a set of analytical methods with response to the assembly error propagation process are developed. The purpose of this study is to solve the error problems by modeling and constructing the coordination dimension chain to control the consistency of accumulated assembly errors for different assemblies.

First, with the modeling of basic error sources, mutual interaction relationship of matting error and deformation error is analyzed, and influence matrix is formed. Second, by defining coordination datum transformation process, practical establishing error of assembly coordinate system is studied, and the position of assembly features is modified with actual relocation error considering datum changing. Third, considering the progressive assembly process, error propagation for a single assembly station and multi assembly stations is precisely modeled to gain coordination error chain for different assemblies, and the final coordination error is optimized by controlling the direction and value of accumulated error range.

Based on the proposed methodology, coordination error chain, which has a direct influence on the property of stealthy and reliability for modern aircrafts, is successfully constructed for the assembly work of the jointing between leading edge flap component and wing component at different assembly stations.

Precise assembly work at different assembly stations is completed to verify methodology’s feasibility. With analyzing the main comprised error items and some optimized solutions, benefit results for the practical engineering application showing that the maximum value of the practical flush of the profiles between the two components is only 0.681 mm, the minimum value is only 0.021 mm, and the average flush of the entire wing component is 0.358 mm, which are in accordance with theoretical calculation results and can successfully fit the assembly requirement. The potential user can be the engineers for manufacturing the complex products.

Coordination feature (CF) is the information carrier in dimension and shape transfer process in aircraft manufacturing. The change of its geometric size, shape, position or other attributes would affect the consistency of accumulated errors between two or more assemblies. To identify these “key characteristics” that have a close relationship with the assembly precision, a comprehensive method was developed under digital manufacturing environment, which was based on importance calculation. The multi-hierarchy and multi-station assembly process of aircraft products were also taken into consideration.

First, the interaction and evaluation relationship between components at different manufacturing stages was decomposed with a hierarchical net. Second, to meet coordination accuracy requirements, with the integrated application of Taguchi quality loss function, accuracy principal and error correction coefficient H, the quality loss between target features and candidate features at adjacent assembly hierarchies were calculated, which was based on their precision variation. Third, the influence degree and affected degree of the features were calculated with DEMATEL (decision-making trial and evaluation laboratory) method, and the concepts of centrality degree index and cause degree index were proposed for calculating the complete importance degree to eventually identify the CFs.

Based on the proposed methodology, CFs, affecting the skin profile and the flush coordination accuracy, were successfully identified at different assembly hierarchies to a certain type of wing flap component.

Benefit results for the engineering application showed that the deviation of skin profile was more accurate than before, and the tolerance was also closer to the centerline of required assembly precision range. Moreover, the stability in the assembly process was increased by 26.9 per cent, which could bring a higher assembly quality and an enhancement on aircraft’s flight performance.

Key account management plays a pivotal role for managers and practitioners in maintaining successful customer–supplier relationships. Yet, little is known conceptually and empirically as to how suppliers can develop international key account management capabilities in international customer–supplier relationships. Drawing from resource-based view and dynamic capability literature, we develop and test a model of the impact of IT capabilities on international key account management capabilities and firm performance. An explorative case study of Taiwanese electronics suppliers reveals that IT capabilities are critical to develop supplier international key account management capabilities. Moreover, IT capabilities can enhance supplier performance through improving international KAM capabilities.

Drawing on the resource-based view, the purpose of this paper is to focus on the influence of relational capability and marketing capabilities on export performance. The study also examines the interaction effects of relational capability on the marketing capabilities – export performance relationships.

A stratified random sample of 1,047 exporting firms was approached. Survey data were collected from 333 Vietnamese exporting firms and analysed using hierarchical moderated regression.

The results reveal that a firm’s relational capability not only strengthens the efficiency of the export pricing capability – performance, marketing intelligence capability – performance, and marketing communication capability – performance relationships, but is also the strongest predictor of export performance amongst those capabilities identified. Whilst engagement in market intelligence, product development, price setting and promotional activities have a positive payoff, the findings confirm that there is less need for exporters to engage in after-sales service and distribution capabilities.

The study introduces the notion of relational capability alongside export marketing capabilities as predictors of export performance. The authors also examine the moderating influence of relational capability on the link between export marketing capabilities and export performance. By focusing on Vietnam, the study provides fresh insights surrounding the development pathway for firms in emerging markets.

Succeeding in export markets remains a challenging task for small and medium enterprises (SMEs) operating in developing countries. Empirical studies from these regions on SMEs’ internationalisation remain scarce bringing contrasting evidence to those emerging from developed countries. To increase understanding on these issues, the present study adopts a novel fuzzy-set comparative analysis technique to investigate the combination(s) of different resource factors driving Algerian SMEs’ export performance. Using a sample of 103 exporters, the study identifies two distinct resource configurations likely to boost SMEs export performance. The present study holds important implications for the internationalisation literature and the export promotion organisations in developing countries.

The purpose of this paper is to examine the indirect relationship between dynamic capabilities (DCs) and organizational outcomes through matching and creating market change. In addition, the research aims to gain a deeper understanding of the role of marketing in DCs and to extend beyond a simplistic discussion of DCs by studying proactive market orientation and value innovation as specific DCs.

A questionnaire was developed and data were collected from 270 senior executives. After ensuring reliability and validity, the hypotheses were examined by applying structural equation modeling and Monte Carlo simulation.

The findings indicate that dynamic marketing capabilities (DMCs) are critical in the reconfiguration of operational marketing capabilities, which in turn lead to enhanced organizational performance. The results also suggest that organizations with enhanced DMCs are able to initiate market disruption and achieve superior performance by out-competing their rivals.

The research provides guidelines for managers wanting to exploit their DMCs by showing that organizations can match the environment, create market turbulence or combine both strategies to fully exploit their DMCs. This study also provides managers with actionable tools that are specific, robust and easily applied.

This study is one of the few to incorporate induced market turbulence into the DC literature and conceptualize, develop and validate scales to measure it. The study provides empirical evidence for the claim that operational marketing capabilities are necessary to utilize the benefits of DMCs.