How does innovativeness yield superior firm performance? The role of marketing effectiveness

Alpay, Güven; Bodur, Muzaffer; Yılmaz, Cengiz; Büyükbalcı, Pınar

doi:10.5172/impp.2012.14.1.107

Cited by 43 publications

(32 citation statements)

References 63 publications

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“…An organization could be able to keep up with today's dynamic business life through innovation. Since nature of non-routine tasks provides development opportunities, these opportunities enhance not only organizational performance (Gao & Zhang, 2011), but also marketing effectiveness and efficiency (Alpay, Bodur, Yilmaz, & Büyükbalci, 2012) of organizations. Scott and Bruce (1994) divide innovation process into three phases.…”

Section: Innovative Behaviorsmentioning

confidence: 99%

Drivers of innovative behaviors: The moderator roles of perceived organizational support and psychological empowerment

Yıldız¹,

Uzun²,

Coşkun³

2017

IJOL

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In today's business world, competition with other organizations is inevitable; even it is essential for sustainable existence. In this respect, to gain competitive advantage, some humanrelated factors come to the forefront of the war; one of these factors is innovative workplace behaviors. To this end, satisfied employees are necessary for organizations to go beyond their formal job specifications (Donavan, Brown, & Mowen, 2004;

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Section: Innovative Behaviorsmentioning

confidence: 99%

Drivers of innovative behaviors: The moderator roles of perceived organizational support and psychological empowerment

Yıldız¹,

Uzun²,

Coşkun³

2017

IJOL

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“…As such, innovativeness is considered a core competency of a firm to differentiate itself (Vila & Kuster, 2007). Recent research effort by Alpay et al (2012) validated four dimensions of innovativeness: product, process, behavioral, and strategic innovativeness. They found that the effects of each of these dimensions are different for firm performance either through improving effectiveness or efficiency, or both.…”

Section: Literature Reviewmentioning

confidence: 99%

From Every Direction–-How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success

Creasy

Anantatmula

2013

Project Management Journal

102

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Based on extensive literature review, this theoretical paper adds to the “soft skill” research stream by enlarging the scope of personality dimensions and their subsequent effects on project success and, second, considers dimensions heretofore not explored within the project management body of knowledge. We posit that a project manager's extent of communication apprehension, degree of innovativeness, level of self‐monitoring, conflict management style, degree of change orientation and Myers‐Briggs (MBTI) personality type can affect project outcomes. Additionally, we conjecture that organizational dynamics such as structure, incentive systems, and organizational project management maturity can moderate the relationship between these personality dimensions and project success.

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“…Zou et al (2003) suggested several ways through which firms can improve their positional advantage and performance in export markets by developing their marketing capabilities; and Nalcaci and Yagci (2014) showed that export performance is affected by the use of informational and financial resources, managerial capabilities and customer relations capabilities. Brooks (2011) studied on measurement of marketing effectiveness on theoretical basis where Alpay et al (2012) analysed the relationships between innovation, marketing effectiveness and business performance. In the study, it is indicated that all dimensions of innovativeness have positive relationship with marketing capabilities and the marketing effectiveness fully mediates the effects of strategic innovativeness and product innovativeness on firm performance and it partially mediates the effects of process and behavioural innovativeness.…”

Section: Introductionmentioning

confidence: 99%

Impact of marketing effectiveness and capabilities, and export market orientation on export performance

Kayabaşi

Mtetwa

2016

EBR

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Purpose The purpose of this paper is to examine the relationships between marketing effectiveness, marketing capabilities, export market orientation and export performance. Design/methodology/approach The research analyses whether export market orientation, marketing effectiveness and marketing capabilities are antecedents of export performance with structural equation modelling. Data to test the model were obtained through a structured survey of 443 export companies operating in the Aegean region of Turkey. After explanatory and confirmatory factor analysis, the structural model was tested. Findings The findings suggest that export market orientation has a significant impact on marketing capabilities and marketing effectiveness, and that marketing effectiveness has a significant impact on export performance. This indicates that export market orientation is central to the development of marketing capabilities, while marketing effectiveness contributes to explaining export performance. Research limitations/implications There are several limitations of the research. The first significant limitation is that the variables had various sub-dimensions. The second limitation is about sampling of the research that it is not specific to a particular sector. Practical implications This paper provides useful insights to exporters on market orientation, focal dimensions of marketing effectiveness and marketing capabilities that would help them enhance their export performance. Originality/value Using the resource-based view, this paper contributes to the explanation for export performance by assessing the role of export market orientation behaviour on marketing capabilities and marketing effectiveness.

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How does innovativeness yield superior firm performance? The role of marketing effectiveness

Cited by 43 publications

References 63 publications

Drivers of innovative behaviors: The moderator roles of perceived organizational support and psychological empowerment

Drivers of innovative behaviors: The moderator roles of perceived organizational support and psychological empowerment

From Every Direction–-How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success

Impact of marketing effectiveness and capabilities, and export market orientation on export performance

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