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Article
Publication date: 26 October 2020

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…

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.

Article
Publication date: 11 September 2017

Ziko Konwar, Nikolaos Papageorgiadis, Mohammad Faisal Ahammad, Yumiao Tian, Frank McDonald and Chengang Wang

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…

1751

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Article
Publication date: 11 January 2022

Mohammad Tayeenul Hoque, Mohammad Faisal Ahammad, Nikolaos Tzokas, Shlomo Tarba and Prithwiraj Nath

Drawing on the knowledge-based view of the firm (KBV) and Dynamic Marketing Capabilities (DMC), this paper examines the role of key internationalization knowledge…

Abstract

Purpose

Drawing on the knowledge-based view of the firm (KBV) and Dynamic Marketing Capabilities (DMC), this paper examines the role of key internationalization knowledge absorption processes as learning strategies, namely market exploitation and market exploration in enabling internationalization knowledge absorption in export-oriented firms involved in manufacturing goods or producing electrical/engineering products.

Design/methodology/approach

The data were gathered via a cross-sectional survey using a questionnaire (i.e. n = 315) on a sample of Bangladeshi manufacturing firms exporting in US and European markets.

Findings

The findings suggest that an export firm's internationalization absorption strategies are positively associated with export performance. The authors also found that the mediator, DMC, strengthened the relationship between knowledge absorption and export performance. Moreover, the findings of moderated mediation model revealed that the direct and indirect effects of market exploitation on export performance are more prevalent when competitive intensity is low. While competitive intensity is high, the direct and indirect effects of market exploration on export performance are more prevalent.

Practical implications

By introducing a higher-level dynamic marketing capability approach and linking it to ambidexterity constructs (learning though exploration and exploitation), export business professionals should appreciate the full spectrum of mid-level marketing capabilities they need to develop alongside their exploration and exploitation strategies to improve their export performance. This study directs attention to the competitive intensity conditions the exporting firm is facing. When export business professionals are faced with high-level of competitive intensity in the market, they should establish a clear focus on their exploration learning strategies if they wish to enhance their export performance.

Originality/value

The authors contribute to two broad domains of literature: organizational learning and DMC strategy. The study results show that how the two components of international ambidexterity as organizational learning constructs (i.e. market exploration and exploitation) influence knowledge management processes within firms through a firm's possession of a fine configuration of higher-level marketing capability. This study also theoretically and empirically examines how higher-level DMC strategy can mediate the consequence of international knowledge absorption mechanism on firm export performance. From a practical perspective, this study provides useful lessons for exporting firms wishing to enhance their performance.

Details

International Marketing Review, vol. 39 no. 3
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 25 January 2008

Mohammad Faisal Ahammad and Keith W. Glaister

This paper seeks to outline the driving forces behind the acceleration of cross‐border mergers and acquisitions (CBMAs) and to review the recent trends involving United…

4561

Abstract

Purpose

This paper seeks to outline the driving forces behind the acceleration of cross‐border mergers and acquisitions (CBMAs) and to review the recent trends involving United Kingdom (UK) companies.

Design/methodology/approach

The paper draws on data available from Thomson One Banker and the Office of National Statistics, to examine the trends in CBMAs between 1996 and 2005.

Findings

The driving forces underlying the trend of CBMAs are complex and vary by sector. One of the most significant driving forces is technological change. In addition, changes to government policies influence CBMAs by opening up opportunities and increasing the availability of favourable targets for mergers and acquisitions (M&As). Other forces are market drivers, industry‐level drivers and firm‐level drivers. The scale of CBMAs involving UK companies has increased rapidly in recent years. The area analysis shows that European Union (EU) companies are the most significant target for UK companies followed by the USA and Canada. In terms of distribution within sectors, UK companies tend to acquire more manufacturing companies in the EU, the USA and Canada than in the Asia‐Pacific region. In contrast, UK companies tend to acquire more service sector companies in the Asia‐Pacific region than in the EU, the USA and Canada.

Originality/value

The paper provides an accessible account of drivers of CBMAs and considers in detail the value and scale of activity relating to UK CBMAs. The paper will be of value to academics and practitioners interested in CBMAs as an important element of firm strategy.

Details

Management Research News, vol. 31 no. 2
Type: Research Article
ISSN: 0140-9174

Keywords

Book part
Publication date: 23 December 2010

Abstract

Details

Research in Accounting in Emerging Economies
Type: Book
ISBN: 978-0-85724-452-9

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