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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.

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.

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.

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.

An overview of the success/failure literature in new product development points to a long list of critical success factors (CSF), which define what should be done to enhance new product success rates but not how to do it. The net result is failure rates which are marginal improvements on previous decades. The basic tenet of this paper is that the effective use of market information throughout the new product development process (NPD) can enhance the success rates of new products. We examine the contingencies affecting the perceived utility and use of market information in the NPD process and develop propositions describing these contingencies. The outcome of our discussion is a conceptual framework, which can aid research in this critical area of organisational activity.

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.

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.

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.

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.

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.

This chapter discusses the utility of authentic leadership for the UN's Sustainable Development Goals and argues that the capacity-building value of authentic leadership enables change and improves performance. The authors view authentic leadership as a genuine, transparent, positive, ethical form of leadership that strives to address grand challenges. They outline its application in two cases: well-being (SDG3) and education (SDG4). Daskou and Tzokas conclude with a criticism of the value of authentic leadership in the successful delivery of the SDGs. Daskou and Tzokas recommend investigating how authentic leaders' balanced information processing and internalised moral perspective contribute to positive self-development, better education outcomes and well-being among students, educators and employees.

An organization's ability to enjoy long‐term competitive advantage is closely related to its capacity for knowledge creation, dissemination and use. From a practical point‐of‐view the value of this statement could be increased if suggestions could be made to managers as to what kind of knowledge to seek for their organization, where and how to look for it. This article provides tentative answers to these questions from a relationship marketing perspective. In doing so the scope, processes and technologies of relationship marketing are discussed and their knowledge content and potential outlined. Finally, a conceptual framework for knowledge generation and dialogue in relationship marketing is proposed and directions for further research, alongside their practical implications for contemporary firms, delineated.

As the thoughts and actions of marketers focus on the philosophy of relationship marketing (RM), the purpose of this paper is to broaden our understanding of the concept for its effect on ethical behaviour in organisations. Whilst there is evidence of strong ethical inputs in the theory formation of RM, there is also a need to separate rhetoric from reality. In this paper we argue that despite the evidence that RM is inherently a concept with strong ethical roots, there is a gap between the theory of RM and its actual practice. Indeed, major changes in values and ethics may be required if RM is to be truly adopted. Otherwise there is a danger of allowing RM’s ethical inputs (commitment, trust, etc.) to become axiomatic without being subjected to sufficient critical scrutiny at the practical level. We believe that the RM philosophy is capable not only of contributing genuinely to the strategic discourse of contemporary organisations, but also of playing the role of the social advocate by fostering mechanisms which will generate ethical introspection and promote ethical decision making.

There is widespread acceptance that information technology (IT) is a central component of business operations and extensively used in marketing. Aligned to this is the belief that marketing is experiencing radical and dynamic changes, many of which are IT driven. Reports a study of 204 Irish firms, which seeks to discover the level of transformation in the marketing function as a result of IT. Reviews whether marketers’ use of IT has progressed from simply automating existing marketing systems to actually using IT to transform their marketing capabilities. Aims to ascertain if marketing is achieving significant benefits from IT.

Academics and market professionals appreciate the importance of relationship marketing for contemporary firms. Yet, relationship marketing strategies and tactics are context specific. Based on opinions expressed in an academic “think tank” held at Lake Menteith in Scotland and the use of an expert system, this paper reports how business relationships may develop in the future and the practices that should be used under certain scenarios. It concludes with recommendations of areas where further research activity in relationship marketing is required.

It is widely held that long‐term relationships between buyers and suppliers are beneficial for both parties. This view has become axiomatic in contemporary management. However, little empirical evidence exists to support the benefits of long‐ versus short‐term relationships. This study examines the degree to which export relationships can be sustained over time, thus producing mutual benefits for the parties involved. The perceptions of 212 UK export managers from a broad range of industrial sectors were obtained. Using relationship duration as a categorising variable four groups of international relationships were examined based on relationship elements (e.g. trust, commitment) and performance components (e.g. relationship costs, value). The findings reveal that there is some weakening of the relationships over time as is illustrated in terms of the reduced level of affective commitment; however, perceptions of competence and performance show signs of significant increase. Further, the findings indicate that exporters in relationships with a high relational content (e.g. trust, commitment) generally achieve higher than average performance outcomes. Long‐term relationships do indeed suffer from a “dark side”; however, this is lightened by a mutual appreciation of competencies that enable sustained performance.

This research examines whether the marketing mix decisions for new product launch change over the product‐market life cycle. Results raise questions about existing benchmark beliefs based on normative text‐book theories. In view of new insights we suggest a number of directions for the theoretical and empirical development of the new product launch field in the marketing management discipline.