Exploring the characteristics of the market-driven firms and antecedents to sustained competitive advantage

Weerawardena, Jay; O’Cass, Aron

doi:10.1016/j.indmarman.2003.07.002

Cited by 183 publications

(76 citation statements)

References 75 publications

(67 reference statements)

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“…IC represents a firm's ability to develop new solutions to satisfy customers' current and future needs (Adler and Shenhar, 1990). Hurley and Hult (1998) point out that the capacity to innovate contributes to a firm's competitiveness and spans such areas as product and service development, production process, management, market, and marketing (Han et al, 1998;Hurley and Hult, 1998;Weerawardena and O'Cass, 2004). As such, IC is defined as a firm's interrelated organizational routines for performing innovation activities related to products and services, production process, management, market, and marketing.…”

Section: H1: MC Mediates the Relationship Between Mo And (A) Irp Andmentioning

confidence: 99%

In Search of Innovation and Customer‐related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions

Ngo¹,

O’Cass²

2012

J of Product Innov Manag

Self Cite

238

219

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Understanding the mechanisms through which firms realize the value of their market‐based knowledge resources such as market orientation is a central interest of innovation scholars and practitioners. The current study contends that realizing the performance impact of market orientation depends on know‐how deployment processes and their complementarities in functional areas such as marketing and innovation that co‐align with market orientation. More specifically, this study addresses two research questions: (1) to what extent can market orientation be transformed into customer‐ and innovation‐related performance outcomes via marketing and innovation capabilities; and (2) does the complementarity between marketing capability and innovation capability enhance customer‐ and innovation‐related performance outcomes? Drawing upon the resource‐based view and capability theory of the firm, a model is developed that integrates market orientation, marketing capability, innovation capability, and customer‐ and innovation‐related performance. The validity of the model is tested based on a sample of 163 manufacturing and services firms. In answer to the first research question, the findings show that market orientation significantly contributes to customer‐ and innovation‐related performance outcomes via marketing and innovation capabilities. This finding is important in that market‐based knowledge resources should be configured with the deployment of marketing and innovation capabilities to ensure better performance. In answer to the second research question, the findings indicate that market orientation works through the complementarity between marketing and innovation capabilities to influence customer‐related performance but not innovation‐related performance. Managers are advised to have a balanced approach to managing the deployment of capabilities. If they seek to achieve superiority in customer‐related performance, marketing capability, innovation capability, and their complementarity are essential for attracting, satisfying, building relationships with, and retaining customers. On the other hand, this complementarity would be considerably less important if firms placed greater emphasis on achieving superiority in innovation‐related performance. In contrast to many existing studies, this study is the first to model the roles of both innovation capability and marketing capability in mediating the relationship between market orientation and specific performance outcomes (i.e., innovation‐ and customer‐related outcomes).

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Section: H1: MC Mediates the Relationship Between Mo And (A) Irp Andmentioning

confidence: 99%

In Search of Innovation and Customer‐related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions

Ngo¹,

O’Cass²

2012

J of Product Innov Manag

Self Cite

238

219

View full text Add to dashboard Cite

show abstract

“…According to Dickson (1992), market-based learning is a basis to gain sustainable competitive advantage, where organization's market inspection has to be on time and organized in comparison to those of competitors, to enable this perspective. Weerawardena and O'Cass (2004) argued that market-based learning authorizes the organization to link its capabilities to the external environment to achieve a proactive step by expecting the market needs before its competitors, and to improve its relationships with customers and stakeholders. Additionally, Vorhies and Morgan (2005) added that benchmarking contributes to decreasing the extent of perceptual bias, enhancing motivation, and achieving the opportunities of market surveillance (Levinthal & Myatt, 1994).…”

Section: Underpinning Theorymentioning

confidence: 99%

Mechanism of Benchmarking and Its Impact on Organizational Performance

Alosani¹,

Al-Dhaafri²,

Yusoff³

2016

IJBM

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This paper investigates the importance of benchmarking as a tool that can enhance organizational performance. The purpose of this study is to discuss the most important studies of benchmarking and its effect on organizational performance. Benchmarking has spread fast and become one of most used competitive technique that improve the performance of an organization by identifying, understanding, and adapting good practices from other organizations. The main use of benchmarking is to find best practices and then trying to apply them for the sake of achieving the organization's goals. Many researchers examined the relationship between benchmarking and organizational performance. Therefore, this article is an attempt to review published studies in the literature and to pave the road for future empirical studies in different contexts.

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“…Therefore, it is a direct antecedent of performance through the relative superiority of the firm's value offered that determines target customers' buying behaviors and the outcomes of this behavior for the performance. Basically, firms can create competitive advantage by conceiving new ways to conduct activities in the value chain for delivering superior value to organizational learning (Weerawardena and O'Cass 2004). They become valuable strategies that help firms succeed in business operations and achieve superior organizational learning performance and growth.…”

Section: Competitive Advantagementioning

confidence: 99%