Can Ideas be Capital? Factors of Production in the Postindustrial Economy: A Review and Critique

Dean, Alison; Kretschmer, Martin

doi:10.5465/amr.2007.24351866

Cited by 164 publications

(147 citation statements)

References 35 publications

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“…Keeping abreast of current literature in the fields of marketing, economics, and management, the authors of this study observe a predominant theme: we are moving towards a knowledge-intensive economy (e.g., Achrol and Kotler 1999;Adler 2001;Dean and Kretschmer 2007). Typical examples in marketing are the emergence of science-based industries such as life sciences (e.g., Stremersch and Van Dyck 2009), or hightech industries (John et al 1999).…”

Section: Discussionmentioning

confidence: 95%

Drivers of sales performance: a contemporary meta-analysis. Have salespeople become knowledge brokers?

Verbeke

Dietz

Verwaal

2010

J. of the Acad. Mark. Sci.

485

423

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It has been 25 years since the publication of a comprehensive review of the full spectrum of salesperformance drivers. This study takes stock of the contemporary field and synthesizes empirical evidence from the period . The authors revise the classification scheme for sales performance determinants devised by Walker et al. (1977) and estimate both the predictive validity of its sub-categories and the impact of a range of moderators on determinant-sales performance relationships. Based on multivariate causal model analysis, the results make two major observations: (1) Five sub-categories demonstrate significant relationships with sales performance: selling-related knowledge (β=.28), degree of adaptiveness (β=.27), role ambiguity (β=−.25), cognitive aptitude (β=.23) and work engagement (β=.23). (2) These sub-categories are moderated by measurement method, research context, and salestype variables. The authors identify managerial implications of the results and offer suggestions for further research, including the conjecture that as the world is moving toward a knowledge-intensive economy, salespeople could be functioning as knowledge-brokers. The results seem to back this supposition and indicate how it might inspire future research in the field of personal selling.Keywords Sales performance . Salespeople . Meta-analysis . Knowledge-economy . Knowledge-brokering An understanding of the factors that drive sales performance and how these vary across different contexts is essential for both managers and researchers in sales and marketing. Twenty-five years ago Churchill et al. (1985) published a seminal paper on the antecedents of sales performance that has shaped academic and managerial thinking on sales management and become one of the most cited articles in marketing research (Leigh et al. 2001). Applying a classification scheme of antecedents of sales performance developed previously by Walker et al. (1977), Churchill et al. (1985) found six predictive categories to explain marginal variance in sales performance (in order of predictive validity): role perceptions, skill levels, aptitude, motivation, personal characteristics, and organizational/ environmental variables. In addition, their meta-analysis demonstrated that the type of products sold moderated the predictive power of these categories for sales performance. Most empirical research thus far had been looking at enduring personal characteristics as determinants for sales performance. The basic message of this meta-analysis was that these variables were not the most important predictors (Churchill et al. 1985, p. 117). Instead, Churchill et al. (1985 suggested that researchers should investigate "influenceable" determinants of sales performance. Another key focus they proposed was the dynamic nature of the sales Mark. Sci. (2011) 39:407-428 DOI 10.1007 conversation that indeed has become a crucial research topic (p. 116). This call sparked a plethora of new research streams on the determinants of sales performance. Twentyfive years have passed ...

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Section: Discussionmentioning

confidence: 95%

Drivers of sales performance: a contemporary meta-analysis. Have salespeople become knowledge brokers?

Verbeke

Dietz

Verwaal

2010

J. of the Acad. Mark. Sci.

485

423

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“…When the distinction between resources and property rights is taken into account, future research on the RBV might generate deeper understanding of how, in the practical world of legal and institutional constraints, resources actually contribute to SCA and performance. Given especially that human and intellectual capital are hard to own or control, a property rights and contracts perspective may prove particularly useful in analyzing how human and intellectual capital can be sources of SCA in relation to the firm (Bowman & Swart, 2007;Coff, 1997;Dean & Kretschmer, 2007).…”

Section: Demarcating and Defining Resourcesmentioning

confidence: 99%

The Resource-Based View: A Review and Assessment of Its Critiques

Kraaijenbrink

Spender

Groen

2009

Journal of Management

1,036

789

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ACKNOWLEDGEMENTSWe express our gratitude to Michael Leiblein and two anonymous Journal of Management reviewers for their outstanding and developmental feedback. We also thank three anonymous reviewers of the Annual meeting of the Academy of Management (2007) THE RESOURCE-BASED VIEW: A REVIEW AND ASSESSMENT OF ITS CRITIQUES ABSTRACTThe resource-based view (RBV) of the firm has been around for over twenty years -during which time it has been both widely taken up and subjected to considerable criticism. We review and assess the principal critiques evident in the literature, arguing they fall into eight categories.We conclude the RBV's core message can withstand criticism from five of these quite well provided the RBV's variables, boundaries and applicability are adequately specified. Three critiques that cannot be readily dismissed call for further theorizing and research. They arise from the indeterminate nature of two of the RBV's basic concepts -resource and value -and the narrow conceptualization of a firm's competitive advantage. As our suggestions for this work indicate, we feel the RBV community has clung to an inappropriately narrow neo-classical economic rationality thereby diminishing its opportunities for progress. Our suggestions may assist with developing the RBV into a more viable theory of competitive advantage, especially if it is moved into a genuinely dynamic framework.

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“…Qu'il s'agisse d'établir les leçons de base pour des structures nouvelles, des entreprises « multi-unités » (Garvin & Lévesque, 2008), d'élaborer des alliances stratégiques de « méga-communautés » (Gerencser et al, 2008) ou des modèles de gouvernance partagée pour les mondes virtuels (MacInnes, 2006), l'idée c'est d'équiper le plus et le mieux possible le gestionnaire dans une économie qui se veut nouvelle en raison de son facteur de production principal que constitue le capital des idées (Dean & Kretschmer, 2007 Si l'incertitude augmente de par la complexité de notre époque, il y a des moyens pour mieux la cerner, notamment en gestion de projets pour les technologies de l'information (Asllani & Ettkin, 2007) ou pour les entreprises nanties de lourds actifs intangibles de propriété intellectuelle qui sont l'objet d'attaques de « requins » sournois (Henkel & Reitzig, 2008). Évidemment, l'innovation est toujours le mot clé au coeur des stratégies gagnantes et de la toutepuissance, comme en témoigne l'exemple de Toyota, qui confirme encore le succès japonais par le jumelage audacieux de processus de production améliorés et d'une culture organisationnelle faite de contradictions et de paradoxes… (Takeuchi et al, 2008).…”

Section: La Toute-puissance En Gestionunclassified

Dialectique de la liberté en sciences de gestion : contrainte et habilitation par la technique

Lebrun

Déry

2009

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Résumé Liberticides, les sciences de gestion ? Question pertinente dans le contexte d’une société hypermoderne qui semble sous le joug de contraintes à saveur de transcendance déterministe. Pourtant, l’ère moderne annonçait autre chose. De la science, mais aussi de la liberté. Partant de ces idées, nous suggérons une dialectique de la liberté contraire au clivage qui semble s’opérer, en théorie, entre un projet de rationalisation liberticide et un projet d’émancipation orienté vers une quête de liberté. Nous verrons alors qu’entre les sciences de gestion et la gestion concrète, le point de jonction, c’est la technique, qui sous-tend la dialectique de la liberté.

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Can Ideas be Capital? Factors of Production in the Postindustrial Economy: A Review and Critique

Cited by 164 publications

References 35 publications

Drivers of sales performance: a contemporary meta-analysis. Have salespeople become knowledge brokers?

Drivers of sales performance: a contemporary meta-analysis. Have salespeople become knowledge brokers?

The Resource-Based View: A Review and Assessment of Its Critiques

Dialectique de la liberté en sciences de gestion : contrainte et habilitation par la technique

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