Analysis of co-operative interorganizational relationships, strategic alliance formation, and strategic alliance effectiveness

Cravens, David W.; Shipp, S.; Cravens, Karen S.

doi:10.1080/09652549300000005

Cited by 90 publications

(101 citation statements)

References 12 publications

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“…As such, leveraging a required set of skills and/or resources/competencies that each partnering organization do not possess is advantageous to both parties (Cravens & Shipp, 1993), and through a rapid diffusion of new technologies mutual learning across both partners is enhanced (Lorange & Roos, 1991). Thus, resources, dynamic capabilities and knowledge are intertwined and closely interrelated, and provide organizations a capacity to continually reconfigure, and hence become a source of competitive advantage (Barney et al, 2001).…”

Section: Research Questions and Hypothesesmentioning

confidence: 99%

The incremental and cumulative effects of dynamic capability building on service innovation in collaborative service organizations

Agarwal

Selen

2013

Journal of Management & Organization

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Innovation in service is increasingly bought to market by a network of firms, or alliance networks, asset orchestration, knowledge sharing capabilities, resources and competencies, and operated in a coordinated manner. Recent literature has recognized the evolutionary nature of dynamic capabilities in that managers may adapt their alliance networks dynamically to sustain competitive advantage, but identified a continuing gap in the lack of empirical studies on feedbacks between network environments, dynamic capabilities, and innovation performance. In addition, other literature calls for more quantitative research on examining dynamic capabilities in a network environment to provide a better understanding of how firms should direct their resources and capabilities to successfully respond to competition. This study contributes towards closing both gaps by empirically examining the cumulative and incremental effects of fostering and deploying different dynamic capabilities on services innovation, and by quantifying their impact, thus providing managers with a better account of how services innovation comes about in a service value network. It does so using empirical data from 449 respondents from a telecommunications service provider in Australia and its partnering organizations, and through the use of Structural Equation Modeling.

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Section: Research Questions and Hypothesesmentioning

confidence: 99%

The incremental and cumulative effects of dynamic capability building on service innovation in collaborative service organizations

Agarwal

Selen

2013

Journal of Management & Organization

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“…O uso do mapa perceptual é comum em estudos do mercado consumidor, tendo em vista percepções sobre marcas (Baran, 2016;Brochado, Silva, & LaPlaca, 2015;Das et al, 2016;Lee & Liao, 2009;Lehmann, 1972;Steenkamp et al 1994;Moore & Lehmann, 1982), qualidade (Bose & Gupta, 2013;Yumusak, Yilmaz, & Gungordu, 2016) e demais atributos e preferências de produtos e serviços (Arli & Cadeaux, 2017;Cravens, 1997). Segundo Biggadike (1981), os conceitos de marketing e as técnicas de segmentação de mercado, posicionamento e mapa perceptual colaboram na definição do ambiente e modelo estratégico em termos do consumidor.…”

Section: Fundamentação Teóricaunclassified

Mapa perceptual no contexto empresarial: aspectos relevantes para a sua elaboração

Bortoli

Birck²

2017

RAIMED

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Em um ambiente competitivo, torna-se indispensável posicionar-se melhor do que os concorrentes a fim de manter-se no mercado. O mapa perceptual é uma técnica que auxilia na visualização da posição que uma empresa ocupa no mercado em que está inserida. Os benefícios gerados por essa técnica já são vastamente difundidos no mercado consumidor, mas podem auxiliar executivos em tomadas de decisão a respeito do posicionamento de produtos e serviços no mercado industrial (B2B). Esta pesquisa tem por objetivo ressaltar aspectos relevantes a serem considerados na elaboração do mapa perceptual no contexto empresarial.Para verificar a aplicação do mapa perceptual no B2B, foi escolhida uma empresa, cujo principal serviço era o inventário de mercadorias, que presta serviços a outras empresas, em especial varejistas. Para a elaboração do mapa, detectou-se dois atributos relevantes: a percepção sobre o custo do inventário para a empresa contratante; e a percepção sobre a contribuição estratégica do inventário para a gestão da empresa. Ao analisar as percepções dos profissionais quanto aos atributos, verificou-se diferenças decorrentes do setor em que trabalham, indicando que o pesquisador não deve estar restrito ao setor responsável pelo serviço analisado, mas deve obter uma visão ampla do funcionamento organizacional. Com o melhor entendimento da dinâmica organizacional da empresa contratante, a empresa prestadora de serviço pode construir sua proposta de valor para um serviço, posicionando-o de acordo com as percepções do mercado, obtendo maior vantagem competitiva.Como resultado deste estudo, sugere-se que, ao desenvolver o mapa perceptual para o B2B, o pesquisador atente-se para os seguintes pontos: i) setor em que o respondente da pesquisa trabalha; ii) presença de setores diretamente ligados ao serviço analisado ; iii) setores que possam dialogar frequentemente com o responsável pelo serviço em foco; iv) definição dos atributos mais importantes à contratação do serviço ou produto analisado; v) consistência das escalas para avaliação dos atributos; vi) entendimento da dinâmica organizacional interna da empresa contratante. Conclui-se que, desde que observados os aspectos apresentados por esta pesquisa, o mapa perceptual configura uma ferramenta apropriada para o mercado industrial, consistindo num instrumento de auxílio para a tomada de decisão nesse ambiente.

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“…They should meet the markets' needs and wants, and be characterized by their superiority and distinctiveness (Cravens, 2000). If so, then the products are assumed to be able to overcome competitors' offerings and the company is worthy to stand as a product leader Kalypso, 2011).…”

Section: The Relationship Between Product Leadership Perceived Valuementioning

confidence: 99%

“…It should have a greater competitive advantage than similar products. In other words, the product must have a customer value that is superior and distinctive (Cravens, 2000). The competitive advantage makes the product easy to differentiate from the others.…”

Section: Introductionmentioning

confidence: 99%

The Power of Product Leadership in Generating Customers’ Intentions to Buy: The Case of Dagadu

Santosa

2016

JIEB

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Analysis of co-operative interorganizational relationships, strategic alliance formation, and strategic alliance effectiveness

Cited by 90 publications

References 12 publications

The incremental and cumulative effects of dynamic capability building on service innovation in collaborative service organizations

The incremental and cumulative effects of dynamic capability building on service innovation in collaborative service organizations

Mapa perceptual no contexto empresarial: aspectos relevantes para a sua elaboração

The Power of Product Leadership in Generating Customers’ Intentions to Buy: The Case of Dagadu

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