Managing market intelligence: The comparative role of absorptive capacity and market orientation

Rakthin, Sirisuhk; Calantone, Roger J.; Wang, Joyce Feng

doi:10.1016/j.jbusres.2016.03.064

Cited by 89 publications

(81 citation statements)

References 83 publications

(85 reference statements)

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“…As a result, the significant stream of research has labeled market-oriented behaviors as a key strategic asset that leads to competitive advantage. Studies in this area have shown that market-oriented behaviors of intelligence generation, dissemination and responsiveness enable firms to create value-added offerings for customers that result in a superior competitive position in the marketplace (Cacciolatti & Lee, 2016;Murray et al, 2011;Ngo & O'Cass, 2012;Rakthin, Calantone, & Wang, 2016). The importance of resources for market-based strategy has been widely discussed in the strategic management literature.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

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Market Orientation, Competitive Advantage and Business Performance: Exploring the Indirect Effects

Talaja

Miočević

Alfirević

et al. 2017

Drustvena istrazivanja

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In this paper, we address insufficiently explored indirect relationships between market orientation (MO), organizational strategic resources and business outcomes. Previous studies have identified MO as a key strategic asset that contributes to competitive advantage and ultimately to business performance. However, the extant research is at best partial in addressing the contingencies that might uphold these relationships. The goal of this study is to extend the existing knowledge by showing that MO complements with other strategic management processes that are relevant for business success. To address the research question, a conceptual model with three hypotheses was developed. Data was obtained with a survey questionnaire on a sample of 265 medium and large-sized firms from Croatia. The findings indicate that MO influences competitive advantage stronger at higher levels of VRIN resources. Also, findings suggest that competitive advantage mediates the relationship between MO and business performance. In the end, the theoretical and managerial implications are presented along with future research directions in light of the limitations of this study.

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Section: Conceptual Frameworkmentioning

confidence: 99%

“…Reinartz, Haenlain, and Henseler (2009) suggested that PLS be used to estimate model prediction when the sample size is small (but larger than 100). More recently, PLS modeling has been used as an analytical strategy in strategic marketing studies (e.g., Ngo & O'Cass, 2012;O'Cass et al, 2015;Rakthin et al, 2016).…”

Section: Analytical Strategymentioning

confidence: 99%

Market Orientation, Competitive Advantage and Business Performance: Exploring the Indirect Effects

Talaja

Miočević

Alfirević

et al. 2017

Drustvena istrazivanja

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“…Thus, technological knowledge and market intelligence are two of the most important factors underpinning the profitability focus [21] for NPD in developed countries.…”

Section: Engineering In Developing Country Contextsmentioning

confidence: 99%

Principles of Product Design in Developing Countries

Gorrie

Pons

Maples

et al. 2018

ASI

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Problem-The conventional view of new product development (NPD) methodologies focuses on marketing and commercial prospects in developed countries. There is a need to identify both the barriers and the enablers to design within a rural context in developing countries (DC). Method-A researcher was embedded in a rural DC design project. Issues were observed and critical success and failure factors determined. These were abstracted into a set of design principles, and a new model of the NPD process was created. Findings-Whereas commercial NPD emphasizes market intelligence and a highly directive approach to the engineering workflow, in the DC situation the objective is to fulfil community needs and this necessitates co-determination regarding the engineering. There is commonality between the two NPD processes, with ours having a greater emphasis on the socio-cultural factors. The deployment principles are categorized into technical and socio-cultural. Within these are included project management, design, material selection, visualization, communication, maintainability, safety, and health. Originality-A novel representation of the process for conducting design in developing countries is provided. Critical success factors are identified. The socio-cultural perspective is explicitly included, which is absent from the conventional engineering and business perspectives.

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“…It is common practice within NPD to study competitors' products and their solutions because this can lead to creative ideas (Im & Workman, 2004). Furthermore information about the present and planned campaigns of rival enterprises is beneficial and this may include their product strategies, processes and promotional activities (Rakthin, Calantone, & Wang, 2016). To monitor competitors allows a firm to develop a product innovation that is ahead of their competitors' offers (Han et al, 1998).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Different sources of market information and product innovativeness

Dąbrowski

2018

EBR

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: The purpose of this study is to identify whether the gathering of market information from different sources -i.e. from customers, competitors and other entities -is related to product innovativeness. The relationships proposed so far have not been empirically investigated but they can have important theoretical and practical implications for product innovation. To achieve the purpose of the paper data concerning 287 new products were used by applying confirmatory factor analysis and structural equation modelling. The findings indicate that the obtaining of market information from customers and market entities, other than customers and competitors, has a positive impact on product innovativeness, but there was no such relationship in the case of gathering information from competitors.

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Managing market intelligence: The comparative role of absorptive capacity and market orientation

Cited by 89 publications

References 83 publications

Market Orientation, Competitive Advantage and Business Performance: Exploring the Indirect Effects

Market Orientation, Competitive Advantage and Business Performance: Exploring the Indirect Effects

Principles of Product Design in Developing Countries

Different sources of market information and product innovativeness

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