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1 – 10 of 641Gayle Kerr, Michael Valos, Sandra Luxton and Rebecca Allen
Despite many years of academic research into organisational integration and effectiveness, organisations still struggle to successfully implement strategy and achieve competitive…
Abstract
Purpose
Despite many years of academic research into organisational integration and effectiveness, organisations still struggle to successfully implement strategy and achieve competitive advantage. However, the rapid evolution of marketing technologies such as big data, marketing analytics, artificial intelligence and personalised consumer interactions offer potential for an integrated marketing communication technological capability that aligns and integrates an organisation. Programmatic advertising is one such integrated marketing communication (IMC) technology capability, applying and learning from customer information and behaviours to align and integrate organisational activity. The literature on programmatic is embryonic and a conceptual framework that links its potential to organisational effectiveness is timely. This paper aims to develop a framework showing the potential for programmatic advertising as an IMC technology capability to enhance organisational integration and performance.
Design/methodology/approach
An exploratory methodology gained insight from 15 depth interviews with senior marketing executives from both organisations and external advertising agencies.
Findings
Four elements of a programmatic integrated organisation were identified and aligned with seven marketing activity levers to deliver firm performance measures.
Research limitations/implications
This research contributes to theory, affirming IMC as a capability and positioning programmatic as a means of organisational integration.
Practical implications
The model also offers guidance for practitioners looking to integrate programmatic into their organisation.
Originality/value
To the best of the authors’ knowledge, this is the first paper to look at programmatic from an IMC perspective and as a means of organisational integration. It is also the first to apply Moorman and Day’s (2016) model to explore organisational integration and programmatic, developing a new model, specifically contextualised for programmatic advertising.
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Sandra Luxton, Mike Reid and Felix Mavondo
Drawing on the resource-based view, this paper aims to investigate how a firm’s integrated marketing communication (IMC) as a capability is influenced by the organisational…
Abstract
Purpose
Drawing on the resource-based view, this paper aims to investigate how a firm’s integrated marketing communication (IMC) as a capability is influenced by the organisational antecedents of learning orientation (LO), market orientation (MO) and brand orientation (BO). Further, the research examines how an IMC capability influences brand performance and whether these relationships are influenced by brand size.
Design/methodology/approach
Based on survey data from 187 managers responsible for brand communications, this paper applies structural equation modelling using SmartPLS3 to assess hypothesised relationships.
Findings
IMC capability is directly influenced by BO but not by MO and LO; these have important indirect effects. Size does not moderate key relationships but directly affects IMC capability.
Research limitations/implications
Organisational antecedents play an important role in shaping IMC capability and ultimately brand performance. Future researchers should consider a larger sample of brands and firms, IMC capability building in small firms and longitudinal design to evaluate the effects of IMC capability.
Practical implications
BO is nested in and complementary to learning and MO, and thus cannot stand alone. Developing an IMC capability is critical for translating the benefits of organisational orientations into performance outcomes. IMC capability links MO and BO to firm performance. Appropriate resourcing is critical for success, as it has implications for developing other resources and capabilities.
Originality/value
This study empirically establishes for the first time a relationship between critical organisational antecedents of LO, MO and BO, their influence on IMC capability and subsequently on brand performance.
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Gregor Pfajfar, Maciej Mitręga and Aviv Shoham
In this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Oswaldo Lorenzo Ochoa, Björn Claes, Oksana Koryak and Angel Diaz
The purpose of this paper is to examine the mechanisms through which the use of enterprise systems (ESs) enhances buyer-supplier integration (BSI). More specifically, the authors…
Abstract
Purpose
The purpose of this paper is to examine the mechanisms through which the use of enterprise systems (ESs) enhances buyer-supplier integration (BSI). More specifically, the authors explain a model where ES enhances BSI indirectly, mediated by inventory management capabilities (IMCs), as the way ES enhances BSI remains under-explored in the literature.
Design/methodology/approach
Application of the resource orchestration framework to explain how capabilities and mechanisms interplay to enhance BSI. Data were collected by means of a survey instrument. Data collection took place as part of a larger project, sponsored by the Spanish Government, to evaluate logistics competitiveness in Spain.
Findings
ES enhances BSI by serving as a coordinating mechanism that maintains capability configurations in a value-creating alignment. IMC plays a key, yet under-explored role as a mediating mechanism that supports ES-enabled BSI.
Research limitations/implications
First, this research does not fully capture the multi-party nature of the supply chain context. Second, data collection was limited to companies that were more likely to have a systematic approach to logistics issues (i.e. large- and medium-sized companies) and companies based in Spain.
Originality/value
This paper enhances both scholarly and practitioner understanding of the mechanisms through which the implementation and use of ES contributes to BSI. In addition, this paper integrates literature from different fields (e.g. strategy, information systems, and operations) to gain a better understanding of how the implementation and use of ES affects BSI.
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Gregor Pfajfar, Maciej Mitręga and Aviv Shoham
This study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of…
Abstract
Purpose
This study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of this study is to increase the chances for more conceptual and terminological rigor in future research in this particular research area.
Design/methodology/approach
This is a systematic literature review following the established review process of reviews in leading (international) marketing journals. A multilevel analytical approach was adopted, combining inductive coding with deductive coding and following the logic of antecedents-phenomena-consequences.
Findings
Synthesis of 20 rigorously selected previous empirical studies on IMCs applying DCV reveals that academic interest in these capabilities is well justified and growing and there are some well researched antecedents to focal capabilities (e.g. inter-organizational capabilities, outside-in market orientation) as well as their prevalent consequences (e.g. export and innovation performance). There is little knowledge of moderators to these links, especially with regard to consequences. This review illustrates that the current research lacks consistency in how key constructs are defined and measured, provides the guide to future conceptualization and measurement of so-called International Dynamic Marketing Capabilities (IDMCs) and proposes some concrete research directions.
Originality/value
The authors extend prior research in the investigated topic by critically evaluating prior works, providing improved conceptualization of IDMCs as well as concrete research agenda for IDMCs structured along recommendations for Theory, Context and Methods (TCM framework).
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Kelly Hewett and Laura L. Lemon
This paper aims to explore the internal processes that can enable firms to identify and effectively respond to brand crises, with various groups coordinating and cooperating with…
Abstract
Purpose
This paper aims to explore the internal processes that can enable firms to identify and effectively respond to brand crises, with various groups coordinating and cooperating with each other, and also propose a guiding framework relevant for both managers and researchers.
Design/methodology/approach
A grounded theory methodology was adopted. Data collection included open-ended interviews with 13 executives representing the integrated marketing communications (IMC) function, the integrated corporate communications function and external agencies supporting firms while navigating crises.
Findings
Results revealed a three-stage process of internal coordination efforts during crises: sensing or scanning the environment and gathering insights regarding crises, informing or disseminating these insights throughout the organization to create transparency and responding or reacting to the event via a coordinated effort.
Research limitations/implications
The framework does not directly incorporate input from consumers or customer contact employees, both of which may be relevant.
Practical implications
Findings offer direction for managers to establish processes that prepare for and potentially reduce crises’ negative consequences. In addition, this study reveals the importance of decision-makers being vigilant regarding social media’s influence on such a process.
Originality/value
The conceptual framework moves beyond previous brand crisis research, provides insight into the processes firms use to successfully manage crises and reveals the relevant factors related to internal coordination.
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Vera Butkouskaya, Joan Llonch-Andreu and María-del-Carmen Alarcón-del-Amo
Taking the customer-centric nature of integrated marketing communications (IMC), this article investigates the specific role of customer performance in IMC effectiveness in…
Abstract
Purpose
Taking the customer-centric nature of integrated marketing communications (IMC), this article investigates the specific role of customer performance in IMC effectiveness in various size companies applying inter-country context.
Design/methodology/approach
The sample consists of the primary data from developed (Spain) and developing (Belarus) economies. A total of 540 manager respondents participated in the survey. The article uses structural equation modeling and multi-group analysis for analysis.
Findings
When taking into consideration, customer performance affects the IMC outcome on the market and financial performance. The customer performance role varies in firms of various sizes and small- and medium -sized enterprises (SMEs) operating both in developed and developing economies.
Research limitations/implications
The research underlines the significant role of customer performance in IMC implementation, which stimulates further investigation on the topic. It also closes the gap in the IMC outcomes analysis in SMEs operating in developed and developing economies.
Practical implications
Customer evaluation plays a vital role in the IMC outcomes for market growth and financial returns. SMEs and larger companies implement IMC with different levels of effectiveness. SMEs with IMC implementation can gain an advantage over larger rivals and improve their market position. Moreover, the study generalizes the results by applying inter-country context.
Originality/value
This is a pioneering study of the complex IMC outcomes model under firms' size moderate conditions. The research applies an inter-country context.
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Hani Al-Dmour, Futon Asfour, Rand Al-Dmour and Ahmed Al-Dmour
This study aims to examine and validate the impact of marketing knowledge management (MKM) (assets and capabilities) on business performance (BP) via the mediating role of the…
Abstract
Purpose
This study aims to examine and validate the impact of marketing knowledge management (MKM) (assets and capabilities) on business performance (BP) via the mediating role of the digital financial innovation in Jordanian commercial banks.
Design/methodology/approach
Based on a literature review, recourses-based theory, knowledge-based theory and financial innovation theory, an integrated conceptual framework has been developed to guide the study. A quantitative survey approach was used, and the data was collected from 336 managers and employees in all 13 Jordanian commercial banks using online and in hand instruments. Structural equation modeling was used to analyze and verify the study variables.
Findings
The main findings revealed that the MKM had a significant positive influence on BP. Digital financial innovation acted as a partial mediators in this relationship.
Originality/value
This paper contributes to theory by filling a gap in the literature regarding the role of MKM assets and capabilities in commercial banks operating in developing countries such as Jordan. It empirically examines and validates the role of digital financial innovation as mediators between MKM and BP.
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Javad Izadi Z.D., Sayabek Ziyadin, Maria Palazzo and Mendip Sidhu
The purpose of this study is to investigate the impact of innovation management capability on organisational performance. Based on the resource-advantage theory, this study…
Abstract
Purpose
The purpose of this study is to investigate the impact of innovation management capability on organisational performance. Based on the resource-advantage theory, this study addresses: “To what extent do intellectual and emotional assets influence marketing management capability which loads to the organisation’s performance?”
Design/methodology/approach
To understand the research objectives, the data was collected via 35 in-depth interviews with managers and academics from various multi-national companies and new empirical insights were offered.
Findings
This study recognised three components of intellectual and emotional assets (knowledge and competence; digital technology; and reputation) and their influences on business performance.
Research limitations/implications
The focus on small- and medium-sized enterprises (SMEs) limits the generalisation of this study. To scrutinise the relations documented in this study, future research should be conducted in other country settings and different sector.
Originality/value
This study contributes to the sustainability literature by developing a conceptual model that explains the development and role of innovation management in a market context with its associated sustainability management outcomes. The results are of importance to both SMEs and policymakers. Clear need to investigate further how organisations can benefit from such capabilities for greater growth is identified.
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Sheshadri Chatterjee, Ranjan Chaudhuri, Demetris Vrontis and Alkis Thrassou
The purpose of this study is to examine the impact of dynamic capability (DC) of organizations on international expansion and further investigate the moderating role of…
Abstract
Purpose
The purpose of this study is to examine the impact of dynamic capability (DC) of organizations on international expansion and further investigate the moderating role of environmental dynamism in the same context.
Design/methodology/approach
Based on the dynamic capability view (DCV) theory and related literature on international business strategy, a theoretical model is developed. This model is subsequently validated with the structural equation modelling technique through a survey of 324 respondents from Indian organizations. The study also examines the moderating impacts using the multigroup analysis method.
Findings
The study finds that organizations’ sensing, seizing and transformational capabilities impact positively and significantly on international marketing capability, as well as on technological innovation capability, which positively and significantly impacts organizations’ international expansion ability. The study also finds that there is a significant moderating impact of environmental dynamism on organizations’ international expansion.
Research limitations/implications
This study has provided a unique theoretical model which can explain the factors impacting organizations’ ability toward international expansion. The study also provides vital insights and directions to practitioners, researchers and academicians on the international business strategy for the expansion of organizations. The theoretical model, however, cannot be generalized, as data was taken only from Indian firms.
Originality/value
The study adds to the body of knowledge of international business strategy, international marketing strategy and technological innovation, adding to the scant research on the relationship between organizations’ DC and the international expansion strategy through a unique and tested model with an explanative power of 73%.
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