Dynamic marketing capabilities, foreign ownership modes, sub-national locations and the performance of foreign affiliates in developing economies

Abstract

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Nonlinear Effects of Dynamic Export Pricing on Export Sales: A Longitudinal Investigation

“…In the international marketing literature there has been growing interest in the use of dynamic capabilities to explain a variety of different outcomes (Morgan, Feng, and Whitler 2018). Specifically, dynamic capabilities have been used to explain topics such as product innovation (Yalcinkaya, Calantone, and Griffith 2007), international joint ventures (Fang and Zou 2009), performance of foreign-owned affiliates (Konwar et al 2017), and role of stakeholders in the marketing capability–building processes of international new ventures (Evers, Andersson, and Hannibal 2012). In an exporting context, the first major study that draws on the DC perspective was by Morgan, Kaleka, and Katsikeas (2004).…”

Conceptual Framework for Modeling the Agile Marketing Capability

“…As features, scholars point out: market knowledge or insights to implement new organizational processes (Konwar et al, 2017;Morgan, 2012), strategies and innovation initiatives (Bruni & Verona, 2009); cross-functional marketing, or internal and external involvement of transversal departments/roles (Bruni & Verona, 2009;Johnson et al, 2017;E. T. Wang et al, 2013); stakeholders portfolio, as key root of knowledge for innovation (Kazadi et al, 2016) and learning processes (Evers et al, 2012); capability enhancement or higher skills and expertise by steadily reconfiguring firm's resources (Morgan, 2012).…”

“…About components, literature emphasizes: absorptive capacity process of DMCs development (Najafi-Tavani et al, 2016) by exploiting external knowledge (Raymond al., 2015); knowledge management mechanism to convert knowledge into organizational routines (Konwar et al, 2017); sensing and reconfiguring processes of market patterns (Wilden & Gudergan, 2015) to foster firm's organizational agility (Mikalef & Pateli, 2017) in the management of market changes and growth opportunities (Lu et al, 2011); entrepreneurial orientation mechanism towards innovativeness, risk taking and proactiveness (Lisboa et al, 2016) to enhance performance and competitiveness (Martin & Javalgi, 2016); e-learning processes (Costello & McNaughton, 2016) through web-based applications to speed up learning mechanisms for superior DMCs, and to enhance organizational responsiveness (Orlandi, 2016) in acquiring knowledge and technologies, and responding to environmental changes.…”

“…Key functions played by DMCs, may be synthesized as: renewal of resources and capabilities to adapt internal/external resources and fit market requirements (Morgan, 2012); higher customer value by managing data, technology, customer knowledge and relationships across firm's network (Konwar et al, 2017); innovation (Johnson et al, 2017) to achieve positive outcomes, competitive advantage and profitability (Jeng & Pak, 2016).…”

“…Outsourcing enables to exploit external resources for superior performance and customer value (Han et al, 2011) and to carry out cross-functional processes for the ongoing renewal of resources and market expectations' fitting (Konwar et al, 2017). The combination between outsourcing with renewal of resources/capabilities and customer value, determines the first function of agile marketing capabilities: the outsourcing for higher customer value function.…”