Linking customer resources to firm success: The role of marketing program implementation

Lee, Ruby P.; Naylor, Gillian; Chen, Qimei

doi:10.1016/j.jbusres.2010.10.004

Cited by 48 publications

(46 citation statements)

References 55 publications

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“…These agents include lead users, opinion leaders, the scientific community, consulting firms (Bruni and Verona ), customers (Lee et al . ) and technological alliance partners (Fang and Zou ; Hou and Chien ; Salvato ). Some scholars therefore suggest integrating these agents into the analysis of DMCs.…”

Section: An Integrative Model For the Study Of Dmcsmentioning

confidence: 99%

Dynamic Marketing Capabilities: Toward an Integrative Framework

Barrales‐Molina

Martínez–López

Gázquez–Abad

2013

Int J Management Reviews

168

226

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In recent years, the dynamic capabilities view has attracted attention in the management literature, and theoretical papers note many research challenges. Currently, one of the most significant issues is the role of the marketing function in the development of dynamic capabilities, and some recent discussions have even introduced the new term ‘dynamic marketing capabilities’. The main area of interest is how to achieve a well‐integrated framework to serve as the starting point for empirical papers. Although the most recent research proposes a wide range of processes as possible dynamic marketing capabilities, it is difficult to find consensus among these proposals. To resolve this difficulty, this paper seeks to define the dynamic marketing capabilities construct based on accepted components in the generic dynamic capabilities view. More specifically, it defines the role of dynamic marketing capabilities through absorptive capacity and knowledge management. By identifying these components and relating them in an integrative model, the authors propose to explain how dynamic marketing capabilities work and precisely which marketing processes promote both components.

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Section: An Integrative Model For the Study Of Dmcsmentioning

confidence: 99%

Dynamic Marketing Capabilities: Toward an Integrative Framework

Barrales‐Molina

Martínez–López

Gázquez–Abad

2013

Int J Management Reviews

168

226

View full text Add to dashboard Cite

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“…Respondents were requested to self-report, on a sevenpoint bipolar scale, the changes in their firm's level of engagement in community and environmental initiatives during the previous three years (1e3 representing a decrease, mid-point 4 representing no change, and 5e7 representing an increase). Bipolar scales are commonly used in studies involving firm level variables (Lee et al, 2011;Pino et al, 2016). We assessed changes (as opposed to overall level of engagement) in line with previous CSR literature (Ruf et al, 2001) that advocate this approach because they minimize the response biases that are common in CSR research.…”

Section: Community and Environmental Engagementmentioning

confidence: 99%

The effect of small firms' competitive strategies on their community and environmental engagement

Panwar

Nybakk

Hansen

et al. 2016

Journal of Cleaner Production

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a b s t r a c tCorporate social responsibility (CSR) literature holds that CSR can help firms gain a competitive advantage by enabling them to differentiate themselves from their competition and reduce costs. In the strategy literature, differentiation and cost reduction are recognized as two major competitive strategies that firms pursue to outcompete rival firms. Yet, how CSR is linked to a firm's choice of competitive strategy is not explicitly explored in the extant literature. The present paper fills this gap. Using data collected from 478 small firms representing multiple industries in the US, this paper finds that a firm's focus on competing through differentiation strategy is associated with its level of community engagement but not with its level of environmental engagement. Competing through a strategy of costleadership is associated with neither community nor environmental engagement. The paper concludes that, except for seeking differentiation through community engagement, the approach of small firms to CSR remains largely characterized by adhoc decisions with few ties to their competitive strategies. The paper advances the understanding of CSR in small firms and provides novel insights into how CSR is linked with competitive strategies.

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“…Customer knowledge can be referred to as the process of understanding the customers' current and future needs and preferences through the interaction, observation and analysis of their demand and purchase behaviour [5] [6]. It is more on acquiring the valuable information that surrounds the customers that could help to provide new business direction and strategy.…”

Section: Knowledge For Customer Rolesmentioning

confidence: 99%

The Relationship between Knowledge for Customer and Service Quality on Customer Satisfaction: A Study on UniKL MITEC Student Services

Adrutdin¹,

Ali²,

Hassan³

et al. 2018

IJET

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Knowledge for customer roles (KC) in student services is essentially very much important since the linkage of knowledge creation, sharing, dissemination and acquisition would be the value created for the customers. One of the important elements of customer knowledge (CK) is knowledge for customer roles (KC) and it reflects on how the process of knowledge transfer and exchange are conducted for the benefits of customer satisfaction (CS). This study aims to discuss on the relationship of knowledge for customer roles (KC) and service quality dimensions (SQ) on customer satisfaction (CS) in student services environment. In depth study on the customer knowledge (CK) dimension will be conducted in order to identify the level of knowledge of customers on student services and how the process of knowledge transfer and exchange are taking place. The study of service quality dimensions (SQ) in the student services is also conducted in order to identify the element of knowledge transfer and exchange that resides in the service quality RATER dimensions and how it relates to the knowledge for customer roles (KC) and customer satisfaction (CS). In conclusion, the construct of knowledge for customer roles (KC) relationship with the service quality dimensions (SQ) and customer satisfaction (CS) is critically assessed and the empirical studies are to be examined so as to assess on the obtained relationships.

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Linking customer resources to firm success: The role of marketing program implementation

Cited by 48 publications

References 55 publications

Dynamic Marketing Capabilities: Toward an Integrative Framework

Dynamic Marketing Capabilities: Toward an Integrative Framework

The effect of small firms' competitive strategies on their community and environmental engagement

The Relationship between Knowledge for Customer and Service Quality on Customer Satisfaction: A Study on UniKL MITEC Student Services

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