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Abstract

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Review of Marketing Research
Type: Book
ISBN: 978-0-85724-723-0

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Article

Shelby D. Hunt

The purpose of this paper is to provide a personal retrospective on six of the key events/experiences that influenced the development of the structure, foundational…

Abstract

Purpose

The purpose of this paper is to provide a personal retrospective on six of the key events/experiences that influenced the development of the structure, foundational premises, and models of the resource‐advantage theory of competition.

Design/methodology/approach

The paper uses a personal retrospective approach.

Findings

The paper finds that six key events influenced the development of resource‐advantage theory: B.J. “Bud” LaLonde emphasizes the works of Alderson; Rob Morgan suggests an article on the resource‐based theory of the firm; Roy Howell suggests a presentation on R‐A theory; Randy Sparks shows a “socialist calculation” article; Kim Boal suggests the Journal of Management Inquiry as a publication outlet; and Bob Phillips discusses his work on “firm effects vs industry effects”. The paper then relates each of the six events to the paths, routes, or procedures that are often proposed as (or reported to be) likely to lead to the development of theories.

Originality/value

By providing the evolutionary history of resource‐advantage theory, the paper provides implications for developing marketing theories.

Details

Journal of Historical Research in Marketing, vol. 4 no. 1
Type: Research Article
ISSN: 1755-750X

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Article

Shelby D. Hunt and Sreedhar Madhavaram

The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource‐advantage (R‐A) theory, can facilitate…

Abstract

Purpose

The purpose of this paper is to illustrate that conceptual frameworks developed from a general theory of competition, i.e. resource‐advantage (R‐A) theory, can facilitate managerial action.

Design/methodology/approach

After a brief overview of resource‐advantage (R‐A) theory, five conceptual frameworks are developed and offered for the purposes of managerial action.

Findings

This paper identifies several conceptual frameworks and after noting that conceptual frameworks that do not have positive theoretical foundations may not be as useful as those that do, develops five conceptual frameworks that are based on R‐A theory.

Practical implications

The conceptual frameworks developed in this paper have great potential for facilitating managerial action.

Originality/value

Conceptual frameworks that have positive theoretical foundations can be very useful for practitioners. In fact, the frameworks proposed in this paper can replace frameworks that are currently in use for managerial action.

Details

Journal of Business & Industrial Marketing, vol. 27 no. 7
Type: Research Article
ISSN: 0885-8624

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Book part

Shelby D. Hunt and Shannon B. Rinaldo

The Legends in Marketing series presents compilations of the seminal works of marketing scholars who have made significant contributions to the discipline of marketing…

Abstract

The Legends in Marketing series presents compilations of the seminal works of marketing scholars who have made significant contributions to the discipline of marketing. This review discusses the structure and contents of the volumes that comprise Legends in Marketing: Shelby D. Hunt (Sage, forthcoming).

Details

Review of Marketing Research: Special Issue – Marketing Legends
Type: Book
ISBN: 978-0-85724-897-8

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Article

John E. Bell, Diane A. Mollenkopf and Hannah J. Stolze

This research aims to provide a theoretical framework for exploring how firms can respond to the growing threat of natural resource scarcity. Specifically, the role of…

Abstract

Purpose

This research aims to provide a theoretical framework for exploring how firms can respond to the growing threat of natural resource scarcity. Specifically, the role of closed‐loop supply chain management is examined as a means for creating resource advantages that can lead to marketplace competitive advantages.

Design/methodology/approach

The research extends previous theoretical research, integrating natural resource scarcity and closed‐loop supply chain management for the first time. Resource‐advantage theory is employed as the theoretical lens for the research model and propositions.

Findings

The findings deepen understanding of the forces that create natural resource scarcity conditions in the supply chain, and highlight the need for higher order closed‐loop capabilities that have the ability to mitigate natural resource scarcity.

Research limitations/implications

The theoretical model and six research propositions suggest relationships between natural resource scarcity, closed‐loop capabilities, and firm level performance that need to be tested empirically. Future research opportunities and methodologies are suggested.

Practical implications

Growing natural resource scarcity is already having a major impact on many firms and industries; therefore, this research has significant managerial implications due to supply risks and potential disruptions caused by insufficient natural resources in current and future supply chains.

Originality/value

This paper seeks to increase discussion about natural resource scarcity and bring it into focus as a relevant supply chain topic related to closed‐loop supply chain capabilities and the internal firm level resources needed to ensure performance in a changing world.

Details

International Journal of Physical Distribution & Logistics Management, vol. 43 no. 5/6
Type: Research Article
ISSN: 0960-0035

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Article

Pelin Bicen and Shelby D. Hunt

This study aims to examine the role of market orientation as a relationship property. This property, labeled “alliance market orientation”, is at the inter‐firm level and…

Abstract

Purpose

This study aims to examine the role of market orientation as a relationship property. This property, labeled “alliance market orientation”, is at the inter‐firm level and is related to the new product development (NPD) activities of alliances. The main objectives of this article are: to define the alliance market orientation; to argue that it is a major factor in NPD alliance success; and to argue that the resource‐advantage (R‐A) theory of competition can provide a theoretical foundation for this concept and explain its contribution to alliances' NPD success.

Design/methodology/approach

The paper is conceptual in approach.

Findings

In their efforts to strengthen relationships, alliances may tend to focus so much time on the relationship factors that they miss market opportunities. As a spanning process, NPD should be informed by both external and internal activities. alliance market orientation assists alliances in guiding NPD activities from outside to inside and vice versa. As a dynamic and disequilibrium provoking process, the R‐A theory of competition can theoretically ground the concept of alliance market orientation and explain its role in NPD alliance success.

Research limitations/implications

This study contributes to business marketing theory in three ways: it extends the concept of intra‐organizational market orientation to an inter‐organizational context; the alliance market orientation concept contributes to understanding the role of idiosyncratic resources in alliances; and the R‐A theory of competition can theoretically ground the concept of alliance market orientation and provide insights to develop it further.

Originality/value

This study is the first to extend the concept of market orientation into inter‐organizational NPD framework and to examine the role of alliance market orientation in NPD alliance success.

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Article

Kenneth Wilburn Green, Lisa C. Toms and James Clark

This study aims to assess the impact of an established market orientation on the implementation of green supply chain practices and environmental performance.

Abstract

Purpose

This study aims to assess the impact of an established market orientation on the implementation of green supply chain practices and environmental performance.

Design/methodology/approach

Data collected from 225 manufacturing managers are analyzed using a partial least squares structural equation modeling methodology.

Findings

Findings indicate that market orientation both directly and indirectly (through green supply chain management practices) impacts environmental performance.

Research limitations/implications

The study focuses on the impact of a market orientation on environmental sustainability within the manufacturing sector, thereby limiting generalization to other sectors.

Practical implications

Manufacturing practitioners are provided with information emphasizing the importance of implementing and maintaining a strong market orientation as a precursor to establishing an environmental sustainability strategy.

Social implications

The results have important societal implications, in that a marketing approach that leads to the more rapid adoption of environmental sustainability programs within the manufacturing sector is identified.

Originality/value

This is believed to be the first empirical investigation of the relationship between market orientation and environmental sustainability.

Details

Management Research Review, vol. 38 no. 2
Type: Research Article
ISSN: 2040-8269

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Book part

Qun Tan and Carlos M. P. Sousa

Although research on foreign market entry and expansion behavior has attracted significant interest in the literature, there is a general lack of research (either…

Abstract

Although research on foreign market entry and expansion behavior has attracted significant interest in the literature, there is a general lack of research (either conceptual or empirical) on the exit behavior of international companies. To address this issue, the authors develop a conceptual framework to understand firms’ foreign exit behavior. The objective is to lay the conceptual foundation for subsequent empirical research in this area. A series of research propositions have been advanced that can guide hypothesis generation for future research.

Details

Entrepreneurship in International Marketing
Type: Book
ISBN: 978-1-78441-448-1

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Article

Robert E. Morgan and Shelby D. Hunt

Despite the vast proliferation of conceptual, theoretical, and empirical studies in adaptation‐selection research, debate continues to surround a key question: how do…

Abstract

Despite the vast proliferation of conceptual, theoretical, and empirical studies in adaptation‐selection research, debate continues to surround a key question: how do firms strategically coevolve with their environments? This paper attempts to address part of this question by drawing on advances in strategic choice theory and resource‐advantage theory. A scenario‐based group methodology based around the “think tank” described in the first paper of this special issue is presented whereby marketing analyses of environmental contexts are described which lead to a series of recommended marketing strategies for response (selection), which fit the changing environments (adaptation). Various conclusions are derived from this marketing strategy determination process and finally, consideration is given to issues of complexity and chaos in environmental assessment terms.

Details

European Journal of Marketing, vol. 36 no. 4
Type: Research Article
ISSN: 0309-0566

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Article

Shelby D. Hunt

The purpose of this paper is to provide a retrospection on the importance, origins and development of the research programs in the author’s career.

Abstract

Purpose

The purpose of this paper is to provide a retrospection on the importance, origins and development of the research programs in the author’s career.

Design/methodology/approach

The study uses an autobiographical approach.

Findings

Most of the articles, research monographs and books that constitute this research and publishing efforts can be categorized into seven distinct, but related, research programs: channels of distribution; marketing theory; marketing’s philosophy debates; macromarketing and ethics; relationship marketing; resource-advantage theory; and marketing management and strategy. The value system that has guided these research programs has been shaped by specific events that took place in the author’s formative years. This essay chronicles these events and the origins and development of the seven research programs.

Originality/value

Chronicling the importance, origins and development of the seven research programs will hopefully motivate and assist other scholars in developing their own research programs.

Details

Journal of Historical Research in Marketing, vol. 11 no. 1
Type: Research Article
ISSN: 1755-750X

Keywords

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