Purpose Original equipment manufacturing (OEM) suppliers must identify and communicate competences to ensure that they are successfully translated into competitive advantages. This study aims to explore the competence-based marketing capabilities of suppliers based on competence-based marketing view. It integrates resource-based theory and resource dependence theory to conduct a detailed evaluation of the impact of competence-based marketing capabilities on collaboration development, which is classified as either exploitative or explorative collaboration between buyers and suppliers. Design/methodology/approach The partial least squares method was used to analyse and find direct support for the authors’ hypotheses based on cross-sectional data from a sample of 116 Taiwanese OEM suppliers. Findings The results find no support as recent arguments that the marketing of competence would directly affect collaborative relationships in a buyer–supplier relationship. The two mediating roles of relative attention from buyers and relationship learning with buyers were confirmed. The empirical findings indicated that relative attention from buyers partially mediates the relationship between competence-based marketing capabilities and exploitative collaboration development, while relationship learning completely mediates the relationship between competence-based marketing capabilities and two-pronged collaboration development. Originality/value This study provides a thorough examination of competence-based marketing capabilities, which have attracted substantial attention from business scholars but empirical research investigating and discussing how suppliers develop new collaborations with buyers is lacking.
Purpose-The topic of competence-based marketing has attracted much attention from business scholars, further exploration of competence-based marketing capability is especially important. The main purpose of this study is to address and investigate the relationship between market orientation and original equipment manufacturer (OEM) suppliers' competence-based marketing capability, along with the impact of competence-based marketing capability on product-linked development and relation-linked development. Methodology-Based on a sample of 119 Taiwan's OEM suppliers, we used Smart PLS 2.0 to perform SEM and to evaluate both the quality of the measurement model and the interrelationships of the constructs. Findings-Empirical testing of 119 OEM suppliers suggests that a proactive market orientation has a positive influence on the development of competence-based marketing capabilities. Furthermore, the development of competence-based marketing capability leads OEM suppliers to engage in product-linked and relationship-linked development. Conclusion-The topic of competence marketing has attracted much attention from business scholars; however, no empirical studies have measured companies' capabilities in competence marketing. Therefore, the framework of this study followed linkages developed from the resource-based view (strategic orientation → organizational capabilities → organizational performance) for the purpose of exploring the antecedents and effects of CBMC.
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