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Anchored mainly on the institutional theory and resource-based view, this study endeavors to investigate the interplay between home country institutional environment (economic, regulatory and socio-cultural environment), export market orientation and export performance. Besides, this study also aims to examine the moderating role of firm resources (knowledge-based and managerial resources) in the associations between home country institutions and export market orientation.

Drawing on data from a sample of 221 exporting firms in Turkey, the conceptual model is empirically examined by structural equation modeling.

The findings reveal that regulatory environment is conducive to the improvement of export market orientation, which is instrumental in cultivating export performance. Importantly, empirical evidence also proves that higher levels of knowledge-based and managerial resources strengthen the linkage between home country institutions and export market orientation.

Integrating institutional theory with the resource-based view, this research considerably contributes to the current understanding of the export market orientation phenomenon by filling the knowledge gap on the differential impacts of home country’s economic, regulatory and socio-cultural environment on export market orientation. Moreover, this study provides worthwhile insights into the moderating effect of knowledge-based and managerial resources on home country institutions and export market orientation and the interrelationship between export market orientation and export performance in an emerging economy.

While previous research has demonstrated the positive effects of digital business strategies on operational efficiency, financial performance and value creation, little is known about how such strategies influence innovation performance. To address the gap, this paper aims to investigate the impact of a firm’s digital business strategy on its innovation performance.

Drawing on the dynamic capability view, this study examines the mechanism through which a digital business strategy affects innovation performance. Data were collected from 215 firms in China and analyzed using multiple regression and structural equation modeling.

The empirical analysis reveals that a firm’s digital business strategy has positive impacts on both product and process innovation performance. These impacts are partially mediated by knowledge-based dynamic capability. Additionally, a firm’s digital business strategy interacts positively with its entrepreneurial orientation in facilitating knowledge-based dynamic capability. Moreover, market turbulence enhances the strength of this interaction effect. Therefore, entrepreneurial-oriented firms operating in turbulent markets can benefit more from digital business strategies to enhance their knowledge-based dynamic capabilities and consequently improve their innovation performance.

This study contributes to the understanding of how a firm’s digital business strategy interacts with entrepreneurial orientation in turbulent markets to shape knowledge-based dynamic capability, which in turn enhances the firm’s innovation performance.

One of the most challenging issues businesses face today is seeking ways toward gaining competitive advantage (CA). Although previous research considered several aspects in this regard, the literature has largely overlooked the process of gaining CA via knowledge-based marketing (KBM) capabilities. This paper aims to conceptualize KBM, to develop a new scale for KBM and to examine how to gain CA through KBM.

Drawing from the related literature and building on the concept of KBM, this paper conducted a mixed-method approach. After reaching a pool of items using qualitative methods, this paper developed new scales and validated them. This paper developed the model by highlighting the antecedent role of KBM toward CA. In the quantitative phase, using data collected from both public/private and manufacturing/service firms, this paper classified the extracted items into five critical factors. Moreover, the relationship between KBM and CA was tested.

The results indicate that KBM construct consists of five critical capabilities, including market research, competitive intelligence, supply chain management, customer relationship management and new product development. Moreover, there is a positive and significant relationship between KBM and CA.

The traditional ways to achieve CA no longer work. Instead, success in the existing business context necessitates firms to seek CA through their knowledge capabilities. Previous research did not fully address KBM antecedents toward CA in a comprehensive model. By developing a new scale for KBM, this paper tested its relationship with CA, which has hitherto received scant attention in the field of knowledge and competition.

Establishment of wholly owned subsidiaries in a foreign market is central to international marketing because sole ownership and high commitment facilitate firm's marketing in the local market. Drawing on knowledge-based theory, this study extends the current understanding of firm's sequential establishments of wholly owned subsidiaries in a host country.

Swedish firms' establishments of wholly owned subsidiaries in Germany, the United Kingdom and the United States were analyzed using a longitudinal approach.

A firm's broad international experience is associated with an acquisition in any phase, while mode experience and value-adding experience are associated with postinitial acquisitions. There is no association between mode experience and greenfield investments.

Knowledge-based theory explains a firm's choice of establishment mode when establishing in the same host country. Effects of marketing experiences are due to the establishment mode and different experiences explain choices for initial and postinitial establishments.

In choosing between a wholly owned subsidiary in terms of an acquisition or a greenfield investment, for a foreign establishment the firm is advised to consider the impact of marketing experiences and establishment phase.

Research is needed on how experiences affect choices between foreign establishment modes where the firm is the sole owner. This study is the first to focus on the choice between wholly owned subsidiaries in terms of acquisitions and greenfield investments, and the impact of experience and phase of establishment in a particular host country.

This study aims to explore three critical factors, namely, specific assets investment (SAI), knowledge integration mechanism (KIM) and complementary capability (CC), the antecedents of market knowledge from on structure, process and strategy aspects. This study then tests their effects on the market knowledge-market performance linkage in an asymmetric commerce relationship.

This study identified the asymmetric business-to-business (B2B) channel relationship of travel service industry. A total of 248 responses were received from the two waves of data collection and the data was analyzed by the structural equation modeling method.

Based on the managerial theory related to transaction cost, knowledge-based view and resource-dependent, SAI, KIM and CC all affect market knowledge, and had an indirect effect on market performance; market knowledge significantly and positively affects market performance.

In addition to relationship marketing or social exchange theory, this study provides an integrated framework with different theoretical studies to supplement the explanation of relationship marketing theory in the non-significant relationship between trust and commitment and their outcomes.

This study provides answers for weaker firms how to enhance their market knowledge from their stronger partners.

No current studies have explored how service firms with weak bargaining power could enhance their market knowledge under an imbalanced B2B relationship. This supports the call for the possible factors as the key antecedents of market knowledge on the asymmetric B2B relationship.

East Europeans are asking for know‐how, particularly marketing know‐how. At this moment in time, do we have confidence in our understanding of the role of marketing in both its micro and macro dimensions? Has what we have defined as the marketing concept relevance to economies in transition, indeed is the marketing concept, rooted as it is in the model of Anglo‐Saxon capitalism, relevant either to the German and Japanese models of capitalism or to those economies which are struggling to replace Marxist dominated systems with so‐called market driven systems?

A multinational firm’s expansion in a foreign market is a key issue of international business. The purpose of this study is to extend the understanding of essential drivers that will facilitate firm’s assessment of alternative modes of sequential expansion.

The study applies the knowledge-based view and explores a multinational firm’s sequential post-entry expansion in a foreign market. Event histories of Swedish industrial firms’ establishments of wholly owned subsidiaries in Germany, the UK and the USA were explored using Cox regression.

Broad market experiences stemming from corporate strategy and deep experiences from the preceding subsidiary increase the likelihood of a sequential investment. Effects of broad experiences are contingent on the context specified by the geographic scope of the firm and its general subsidiary experience.

The study contributes to international expansion theory and integrates sources of knowledge originating from strategy theory and internationalization theory. The study shows that the dual approach is needed to understand international expansion.

In evaluating a further subsidiary investment in a foreign market, the multinational firm is advised to assess whether it possesses enough market experiences to justify the investment. The experiences should be associated with corporate strategy, the previous wholly owned subsidiary and the context specifications identified in the study.

The study is unique, as it addresses the simultaneous impact of broad and deep market experiences. Also, the inclusion of central context specifications makes the study novel.

The main purpose of this paper is to review the related literature and propose a new decision‐support‐system (DSS) framework for marketing in the business‐to‐business (B2B) arena based on customer‐relationship management (CRM) and knowledge‐driven marketing to help related‐field graduate students and marketing managers.

Reviews a range of the most important works published between 1966 and 2004 in order to demonstrate both practical and theoretical aspects. The main method of this research is analytical and conceptual and the approach to this subject was to investigate the gap between marketing DSSs and analytical CRM.

Provides information about a customized marketing DSS in a B2B context, indicates related literature and frameworks and, finally, tests the ideas with a case study.

Outcomes and applications are identified for developing new activities in improving marketing decision making and marketing planning based on customer orientation and customer satisfaction.

Despite such interdependencies, the research in the fields of DSSs and CRM solutions has not adequately considered the integration of such systems. The novel contribution of this paper lies in integrating marketing DSSs and CRM with regard to knowledge‐driven marketing in B2B marketing, in both theoretical and practical aspects.

This paper aims to explore the interaction between knowledge management (KM) and dynamic capabilities (DCs) to identify the factors that attribute to their integration. The amalgamation of the DC and KM will result in a firm’s superior performance. This study will, therefore, use meta-analysis to identify the factors and use the “total interpretive structural modelling (TISM)” to establish the hierarchy and inter-relationships concerning the identified factors.

The research in this paper uses an exploratory design. This entails reviewing the literature on KM and DCs by adopting a scientific methodology, i.e. meta-analysis. A structural interpretive framework has been developed based upon the identified factors. Further, TISM modelling has been used to develop a classified arrangement of these factors to validate the framework.

Overall, 15 factors related to KM and DCs, based upon 220 empirical studies have been identified. The validated framework, based upon heterogeneous factors, describes how the interactions between KM and DCs can facilitate a competitive advantage.

This study contributes towards the discussion of how efficient management of knowledge is defining the DCs of firms for improved innovation and performance. It provides practitioners with an insight into the directional linkages towards the competitive performance based on the interactions of KM and DCs. For researchers, the study could serve as an initial outline for interpretation of the linkages and theory building concerning KM and DCs, as the proposed framework draws upon scientific review and expert interpretations.

The framework is the result of the qualitative modelling technique based upon the heterogeneous factors derived out of the meta-analysis. It will provide meaningful insight into the field of KM and DCs. The derived framework shall help corroborate the opinion of experts with the literature in the field of strategy and management.