Market pioneers, late movers, and the resource-based view (RBV): A conceptual model

How does CRM technology transform into organizational performance? A mediating role of marketing capability

“…In the resource-based view (RBV) perspective, firm is composed of a bundle of resources and capabilities, leading to differential performance in firms (Barney, 1991;Peteraf, 1993). While resources are defined as tangible or intangible factors that firm uses to achieve its business objectives, capabilities are referred to as organization's repeatable patterns of core routines and skills in carrying out various activities effectively (Amit and Schoemaker, 1993;Finney et al, 2008;Grant, 1991). In a similar vein, marketing capability is defined as an organization's repeatable pattern of actions to carry out the marketing-related needs of the business effectively.…”

The effect of incentives on customer evaluations of service bundles

“…The role of a bundling strategy is to encourage multi-item purchases in buyer groups that would normally purchase fewer products than those included in the bundle (Finney et al, 2008;Yadav, 1994). Bundles can adopt one of three strategic forms: pure, mixed, and unbundled (Adams and Yellen, 1976).…”

Flexibility–efficiency tradeoff and performance implications among Chinese SOEs

“…Such flexibility is particularly important during times of environmental turbulence (D'Aveni and Gunther, 1994) because a firm needs to stockpile slack resources to pursue entrepreneurial activities. Such resources are particularly valuable for firms which attempt to revitalize themselves under disadvantaged situations because excess resources can both protect a firm and enable it to launch attacks (Harrigan, 1985;Finney et al, 2008). For example, Hatten and Hatten (1987) documented empirical cases in which firms use underutilized capacity to successfully enter new markets previously dominated by established competitors.…”