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The purpose of this paper is to explore the gap in the literature as well as investigate how the combination of internal marketing or innovation investments with new product introductions influences alliance type choices. Most research on marketing–innovation resource allocation decisions has focused on trade-offs in internal investments such as advertising versus research and development. Absent from this discussion is whether firms offset a weakness internally by reaching outside the boundaries of the firm through alliances. As a result, managers lack a clear understanding of the potential for complementarity using internal–external approaches to a market.

This paper draws on the resource-based view of the firm, using a longitudinal secondary data set and a choice model.

The authors find that firms that internally emphasize either marketing or innovation maintain the same approach externally with respect to alliance type choices. Thus, efforts to complement internal marketing (innovation) resource investments with innovation (marketing) alliances are not seen. However, the interaction of new product introductions with internal resource investments does result in a complementary firm approach.

The authors bridge a gap in the resource investment literature by exploring how the internal decisions impact the external alliance choices. The authors draw on longitudinal data and show that the action of making the choice is important, as it impacts future resource decisions. The authors explore the interaction between new production introductions and internal firm investments on alliance type choice. Given that new product introductions are a key to longer-term firm success, examining these relationships enhances the managerial impact.

Currently, the bulk of research on marketing innovation focuses on various firm-level dimensions using relationships from the technological (product and process) innovation literature. Research on industry-level differences in marketing innovation is lacking. Testing relationships form the technological paradigm in the context of the marketing innovation paradigm is also lacking. This paper aims to present empirical evidence on both aspects using a large-scale data set.

This study uses two large-scale datasets, each consisting of approximately 4,000 Canadian enterprises in 18 industries. The data was collected by Statistics Canada in 2009 and 2012 through its nationwide Survey of Innovation and Business Strategies program. Two widely used theoretical frameworks, resource-based view of the firm and the competitive perspective, are used to generate constructs and hypotheses in relation to marketing innovation. The data was analyzed using multi-level logistic regression.

The findings show that industry-level competition is a much more important driver of marketing innovation than firm-level competition. The authors also show that marketing constructs that are significant in the context of technological innovation are also significant for marketing innovation.

This study extends the firm-level literature by providing evidence of how industry-level dynamics enhances marketing innovation. The study also provides empirical evidence from Canadian enterprises that complement those from other countries.

A deeper understanding of the drivers of marketing innovation can enable managers to enact innovation strategies that can enhance organizational performance, differentiate themselves and enhance customer engagement and brand image.

As one of the few studies to examine industry-level differences in marketing innovation, the authors show that disaggregating competition into industry-level and firm-level provides a clearer picture of how competition advances marketing innovation. Additionally, this study is the first of its kind to provide empirical evidence on Canadian enterprises, thereby complementing evidence on marketing innovation from other countries. Thus, this study makes a theoretical and empirical contribution to the emerging marketing innovation literature.

The purpose of this study is to explore the relationship between companies’ marketing innovation and environmental orientation and to determine how this relationship differs between manufacturing and service companies.

The study uses secondary data from the Technological Innovation Panel (PITEC) to look at 6,435 Spanish companies during the 2013-2015 period. To examine the contingency effect of the activity sector, the sample is divided into two subsamples: manufacturing companies and service companies. Partial least squares path modeling is used to test and validate the research model and proposed hypotheses.

The results show there is a statistically significant negative relationship between marketing innovation and environmental orientation. Significant differences were also found between manufacturing and service companies depending on the companies’ activity sector and size.

The analyzed manufacturing and service companies still use traditional marketing and have yet to embrace the “green marketing” or “marketing 3.0” concept. The marketing innovations a company undertakes should be positively, rather than negatively, related to its environmental orientation. In today’s companies, the two actions must go hand in hand.

Most studies on environmental orientation have focused on its relationship with technological innovation. In this sense, it is important to analyze its relationship with marketing innovation as well, as nowadays, when consumers are deciding between different companies’ products, they look for “companies with values.” Companies thus need to engage in environmentally oriented marketing innovation.

The purpose of this article is to analyse the characteristics and determinants of marketing innovation in companies, using the agribusiness sector as a case study due its economic and social importance in Latin America.

Data refer to the VI Innovation Survey undertaken in Chile (2010), based on the OECD guidelines. The authors compare the determinants of innovation in marketing, first among the agribusiness sector and other sectors of the economy, and then comparing their determinants using logistic regressions on other types of innovations in the agribusiness sector.

There are differences in the determinants of marketing innovation between agribusiness and other economic sectors. Also, there are differences in relation to the organisational, process and product innovations in the agribusiness sector.

The results imply the need for further study of marketing innovation and its relationship to other innovations considering different economic sectors and territories.

Business strategies and public programs that promote innovation should consider the differences between types of innovations.

This paper highlights and differentiates the marketing innovation with respect to other types of innovations—a topic not widely developed, especially in the agribusiness sector and in emerging countries.

El propósito de este artículo es analizar las características y determinantes de la innovación de marketing en empresas, tomando como estudio de caso el sector de agronegocios, de importancia económica y social en Latinoamérica.

Los datos corresponden a la VI Encuesta de Innovación de Chile (2010), basada en los lineamientos de la OECD. Se comparan los determinantes de las innovaciones en marketing, primero entre el sector de agronegocios y conjunto de otros sectores de la economía, para luego comparar mediante regresiones logísticas sus determinantes respecto de otros tipos de innovaciones en el sector de agronegocios.

Se establecen diferencias en los determinantes de la innovación en marketing entre el sector de agronegocios y conjunto de otros sectores de la economía, así como respecto de las innovaciones organizacionales, de procesos y productos para el sector de agronegocios.

Los resultados implican la necesidad de profundizar el estudio de la innovación en marketing y sus interrelaciones con otras innovaciones considerando distintos sectores económicos y territorios.

Las estrategias empresariales para fomentar la innovación, así como los programas públicos debieran considerar las diferencias entre tipos de innovaciones.

Este artículo destaca y diferencia la innovación en marketing de otros tipos de innovaciones, que es un tópico con poco desarrollo, especialmente en el sector de agronegocios y en países emergentes.

The purpose of this paper is to analyze the differences and similarities that arise between manufacturing and service firms with regard to the impact of business model objectives on marketing innovation activities.

This study focuses on business model objectives and marketing innovations activities. As described by Oslo Manual, marketing innovations involve changes in product design, promotion, placement and pricing. Relationships between business model objectives and marketing innovations are based on the analysis of 9,525 firms, 5,488 of which are manufacturing companies and 4,037 of which are service companies.

Findings reveal distinctive results in the adoption of marketing innovation, depending on the business model objectives being pursued and the type of companies (manufacture or service) considered.

This research goes further than prior studies by identifying more precisely the particularities that differentiate the manufacturing and service sectors.

Firm’s age and size are not significant restrictions to introduce new marketing innovations in manufacturing or service sectors. In contrast, the business model objective to enter a new market is a significant driver of marketing innovations in most cases.

The focus on business model objectives and their impact on marketing innovations is novel. In addition, this study focuses on a large-scale sample that allows us to compare differences between manufacturing and service companies.

The purpose of this paper is to establish how small- and medium-sized enterprises (SMEs) in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries can sustain or improve their competitive advantage by integrating specific resources and capabilities. The paper seeks to offer an alternative framework “resource capability-based view (RCBV)” that provides a strategic marketing direction for SMEs regarding how innovative marketing practices and dynamic marketing capabilities integrate to create sustainable market advantage.

This current paper employed a quantitative survey design with a positivist methodological research paradigm. The paper used a multi-stage stratified and simple random sampling technique to collect data from 591 manufacturing SMEs in Ghana. SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries were sampled for the study. A structural equation model was employed to test the study hypotheses to arrive at the findings.

The study found that product design and packaging innovations, promotion innovations, retail innovations and pricing innovations provide sustainable market advantage for water, beverage, detergent and metal fabrication SMEs. The paper also found that new product designs and packages are the major drivers of sustainable market advantage followed by innovative retail outlets. The paper further originated that integrating marketing competence (marketing resources and marketing capabilities) and innovative marketing activities provides a marginal improvement in competitive advantage. Physical resources may result in market advantage but integrating physical resources with dynamic marketing capabilities provides sufficient competitive sustainability in a competitive market.

SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries should prioritise their key marketing resources and capabilities in product designs, promotion, pricing and retailing innovations in order to sustain market advantage. Old products should not be faded from the market but rather SME managers should employ innovative retail strategies, such as eco-friendly advertising, product re-branding and digital platforms (social network sites and websites), which are important to sustaining market performance. Government must develop targeted policies to bridge the information gap between SMEs and research institutions such as universities through regular subsidised entrepreneurial training and creation of semi-annual industry-academic fairs. The main theoretical contribution of this current paper is the development of “RCBV” as a framework which shows how SMEs can integrate specific resources and capabilities to achieve sustainable market advantage. This framework offers an integrative view of conventional resource-based view and dynamic capability theory (DCT) which are independently examined in the literature.

This current study has proposed an integrated and elaborative approach to the conventional resource-based view and DCT which does not provide a composite understanding in the literature. SMEs may lack the needed resources and capabilities to introduce new products or extant product lines but this paper has demonstrated that how SME can sustain market advantage of existing product(s) by synchronously using specific marketing resources and capabilities. The proposed framework offers a guide for SMEs to integrate their physical resources and capabilities to sustain their market advantage.

This study aims to identify the structural features of companies that have implemented marketing innovations at two different points, 2008 and 2010 (before and during the crisis).

The sample, obtained from the Technological Innovation Panel, consists of two subsamples of 9,415 enterprises each. The information was processed using a binomial logit model, parametric and non-parametric tests for independent samples and a test of structural stability.

Differences were found in the results from 2008 and 2010: enterprises in Spain were less likely to implement marketing innovations in 2010 than in 2008; the effect of an enterprise’s size on how likely it was to innovate in marketing decreased by more than half between the two periods; the likelihood of innovating in marketing increased in enterprises that also pursued organizational innovations; and in contrast to 2008, in 2010, the enterprises that were most likely to innovate in marketing were those that exported to countries outside the European Union. These findings show that innovation is part of the business ethos and that public policies that support exports can also foster innovation.

Marketing innovation has received little attention in the literature. We believe that marketing innovation can help to improve an organization’s results, even in times of economic crisis.

This paper aims to further understand how firms transform external information into marketing innovation. The specific aim is to analyse the mediating role of product innovation and organizational innovation in the relationship between external information and marketing innovation.

The study builds on the 2012 database Technological Innovation Panel (PITEC) with a sample of 994 manufacturing firms. The data are analysed using partial least squares structural equation modelling (PLS-SEM).

The results show how external information obtained about relationships with suppliers, customers and competitors leads to marketing innovation. The study demonstrates the mediating effects of product innovation and organizational innovation on the relationship between external information and marketing innovation.

Firms should utilize external information flows to innovate in both their products and organization as a prerequisite to marketing innovation.

This paper provides linkages between perspectives of networks, innovation and marketing to better understand the background of the least studied dimension of innovation – marketing innovation. The main contribution is to explain how firms use external information to achieve marketing innovation through product and organizational innovation.

This study aims to investigate how international entrepreneurial firms (IEFs) successfully commercialise innovative products/services internationally. In doing so, the authors examined the role played by the international dynamic marketing capability (IDMC) in the relationship between explorative and exploitative innovation and commercialisation. In addition, the authors also evaluated how the breadth and depth of international networks facilitate IEFs in upholding the effects of the IDMC to influence commercialisation.

To test the research model, structural equation modelling is used based on time-lagged survey data drawn from 201 Malaysian IEFs. To validate the results, additional robustness tests and endogeneity analyses have been performed.

The findings show that the IDMC positively mediates the relationship between explorative and exploitative innovation and commercialisation. Furthermore, the finding exhibits that the effects of the IDMC on commercialisation are positively moderated by the breadth and depth of international networks.

Given the fragmented and general nature of the extant marketing research on the IDMC, the study contributes to the international marketing literature by providing rich and nuanced pertinent knowledge. This study advances dynamic capability theory in relation to IEFs by establishing the IDMC as a functional capability suited to enable them to successfully commercialise the products/services resulting from explorative and exploitative innovation.

This study integrates insights from upper echelon (UE) theory and the attention-based view (ABV) to analyze how digital marketing innovation might enhance organizational performance in a pandemic context by addressing top management team (TMT) decision-making comprehensiveness and environmental dynamism.

This research utilizes a dataset collected through a questionnaire survey of 143 Indonesia Stock Exchange (IDX)-listed firms operating during the coronavirus pandemic (COVID-19). Hierarchical regression analyses were used to assess the overall hypothesis.

The authors discover that innovation in digital marketing has a beneficial effect on firm performance in a pandemic setting. The authors further find that decision comprehensiveness moderates the relationship between digital marketing innovation and firm performance with accentuated benefits in stable environments.

This study broadens the understanding of contextual factors that influence the performance benefits of digital marketing innovation and sheds light on the role of TMT decision comprehensiveness in enhancing the impact of digital marketing innovation on firm performance. In addition, the authors developed and tested a new digital marketing innovation measure.