Marketing and Technology: A Strategic Coalignment

Capon, Noël; Glazer, Rashi

doi:10.2307/1251644

Cited by 199 publications

(117 citation statements)

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“…In the current study, I examine organizational resistance to technological innovations, which are defined as new knowledge or know-how employed to develop or manufacture a product / service (Capon and Glazer, 1987;John, Weiss, and Dutta, 1999).…”

Section: Innovation Resistancementioning

confidence: 99%

Organizational resistance to performance‐enhancing technological innovations: a motivation‐threat‐ability framework

Bao

2009

Journal of Business &Amp; Industrial Marketing

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Many technological innovations have encountered resistance from organizational buyers despite the fact that they are superior to existing technologies. This study aims at developing a theory for this widespread marketing phenomenon. Guided by the motivation-threat-ability (MTA) framework, I identify a comprehensive set of determinants of organizational resistance to superior technological innovations and the moderating variables that operate to mitigate the effects of these antecedents. The research findings provide strategic views on overcoming organizational innovation resistance and offers marketing insights about segmentation and targeting of organizational buyers in technology markets. The theoretical arguments are supported by real-life business cases.2

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Section: Innovation Resistancementioning

confidence: 99%

Organizational resistance to performance‐enhancing technological innovations: a motivation‐threat‐ability framework

Bao

2009

Journal of Business &Amp; Industrial Marketing

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“…External technology acquisition includes fully external activities such as fully functional technology from other firms through purchase and licensing (Capon, Glazer 1987;Narula 2001), and quasi-external activities such as technology alliance with other firms (Narula 2001;Schoenmakers, Duysters 2006). In this study, four items were developed based on the previous theoretical research to measure ETA of a TBNV.…”

Section: Methodsmentioning

confidence: 99%

“…However, these new firms may not have the capability and the time to develop the necessary resources internally (Peng 2001). Acquiring technology externally can help a firm to eliminate the high cost of internal R & D (Noori 1990) as well as bring new products to market quickly (Capon, Glazer 1987;Lichtenthaler 2010). For this argument, Chinese TBNVs with a clear entrepreneurial orientation strategy may benefit further from external technology acquisition.…”

Section: The Impact Of Eo and Eta Interaction On Firm Performancementioning

confidence: 99%

Entrepreneurial Orientation and External Technology Acquisition: An Empirical Test on Performance of Technology-Based New Ventures

Cai

Liu

Deng

et al. 2014

Journal of Business Economics and Management

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Abstract. This research investigates the effects of entrepreneurial orientation and external technology acquisition on the performance of technology-based new ventures in the context of a transitional economy. An analysis of the cross-sectional data from 123 Chinese technology-based new ventures was conducted. The results of the analysis support the contention that both the acquisition of external technology and entrepreneurial orientation improve new ventures' performance. Additionally, the interaction of entrepreneurial orientation and external technology acquisition positively moderates the relationship between entrepreneurial orientation and performance of technology-based new ventures. Overall, this study contributes to our enhanced understanding of the complex relationship among entrepreneurial orientation, external technology acquisition and firm performance under transitional economic conditions. Firms from emerging economies, especially technologybased new ventures, may find the study findings useful in guiding their decision on external technology acquisition.

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“…Technical skills which refer to the know-how needed to build IT applications using the available technology to operate them to make products and services (Capon & Glazer 1987) have been mentioned as a possible source of sustained competitive advantage. Technical skills which include experience with operating systems, programming languages, and understanding of communication protocols and products are not heterogeneously distributed across firms.…”

Section: Technical It Skillsmentioning

confidence: 99%

Information Technology Capabilities and Their Impact on the Transfer of External Information

Óskarsson¹

2009

irpa

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Marketing and Technology: A Strategic Coalignment

Cited by 199 publications

References 0 publications

Organizational resistance to performance‐enhancing technological innovations: a motivation‐threat‐ability framework

Organizational resistance to performance‐enhancing technological innovations: a motivation‐threat‐ability framework

Entrepreneurial Orientation and External Technology Acquisition: An Empirical Test on Performance of Technology-Based New Ventures

Information Technology Capabilities and Their Impact on the Transfer of External Information

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