Marketing resources, performance, and competitive advantage: A review and future research directions

Davcik, Nebojsa S.; Sharma, Piyush

doi:10.1016/j.jbusres.2016.04.169

Cited by 129 publications

(119 citation statements)

References 34 publications

(43 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Marketing resources are essential factors for driving a firm's business strategy. They enable firms to obtain a competitive advantage and better performance (Davcik & Sharma, 2016). Marketing resources express wide value propositions that influence stakeholders in enterprises that generally dispose of these resources to gain capabilities such as a competitive advantage in the market (Hooley et al, 2005;Hall, 1993).…”

Section: Investment In Advertising and Performancementioning

confidence: 99%

Intangible Assets Investment and Firms’ Performance: Evidence From Small and Medium-Sized Enterprises in Korea

Seo

Kim

2020

Journal of Business Economics and Management

View full text Add to dashboard Cite

While many studies have examined the relationship between investment in intangibles assets and performance in large corporations, current research is lacking in regard to intangible investments in small and medium enterprises (SMEs). This study looks at SMEs in which intangible investments would usually be minor because they tend to consider intangible investment as an inefficient cost and concentrate on investments in tangible assets. This paper aims to contribute to the current literature and suggests that investment in the intangible assets of (human capital, advertising, R&D) is essential for SMEs pursuing superior firm performance. Actual data collected from 173 SMEs in Korea were analyzed employing hierarchical regression methodology. Results indicate that all three intangible resources have a positive effect on a firm's profitability and value. Interestingly, this research finds that investment in advertising has the most influential impact on a firm's profitability and value. This study has implications for SMEs in achieving their profitability and value. The results in this study highlight that intangible investment is not a waste of money for SMEs, and that business managers could strategically utilize these three key contributors (human capital, advertising, R&D) and adopt investment in intangible assets to accomplish their managerial goals.

show abstract

Section: Investment In Advertising and Performancementioning

confidence: 99%

Intangible Assets Investment and Firms’ Performance: Evidence From Small and Medium-Sized Enterprises in Korea

Seo

Kim

2020

Journal of Business Economics and Management

View full text Add to dashboard Cite

show abstract

“…The SCA is the advantage, developing in an enterprise against and beyond its competitors continuously [19,20]. Resources are an important driving force for enterprises to gain competitive advantage and performance [21,22], and the process of selecting enterprise resources has an important impact on heterogeneity and SCAs [23]. Enterprises need to establish SCAs and obtain excess profits by effectively integrating resources and developing resources that meet the need for future development.…”

Section: Rbv and Scamentioning

confidence: 99%

Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

Sun

Gao

et al. 2019

Sustainability

View full text Add to dashboard Cite

Emerging industries bear great difference from traditional industries. It is valuable to explore the effectiveness of different resource management methods in the two industries. Based on this, the purposes of this paper are first to define and distinguish two core resource management methods (i.e., resource integration and resource reconfiguration), and second to research the different impact paths of resource integration and resource reconfiguration on the sustainable competitive advantages in different industries. Primarily, in order to achieve these purposes, this paper explores the generation path of resource integration and resource reconfiguration from the perspective of organizational learning; secondly, the empirical analysis method is applied to examine the different influences between resource integration and resource reconfiguration on sustainable competitive advantages. Based on 208 samples in traditional industries and 220 samples in emerging industries, the results show that resource integration and resource reconfiguration are the consequence of organizational learning. In traditional industries, resource integration and resource reconfiguration have a positive impact on sustainable competitive advantages, respectively, resulting in a “concerto effect” on sustainable competitive advantages. While, in emerging industries, though resource integration has a positive impact on sustainable competitive advantages, however, there is an inverted U-shaped relationship between resource reconfiguration and sustainable competitive advantages. In such a situation, the “concerto effect” disappeared. This paper not only reveals the uniqueness of different resource management methods in different industries but also enriches the applications of resource management theories in different situations.

show abstract

“…Dynamic competitive advantage is the advantage that makes companies do their business more efficiently and effectively than competitors. It is generally based on the knowledge and organizational capabilities (Davcik & Sharma, 2016). The concept of competitive advantage is directly related to the customer's desired values (Evans, 2016).…”

Section: Competitive Advantagementioning

confidence: 99%

An Exploratory Model of Competitive Advantage through Dynamic Capabilities and Differentiation Approach for Knowledge-Based Companies

Khaligh

Haghighi

Nazari

et al. 2020

Preprint

View full text Add to dashboard Cite

The competitive struggles in high-tech environment have featured the necessity to infer how competitive advantage is gained. Dynamic capabilities emphasize the nature of future competition, acceleration in innovation growth, and the role of strategic management in adaption, integration, and reconfiguration of organizational skills, resources, and competences toward shifting environment. This inquiry is based on an inductive approach. The qualitative research is primarily started with exploratory purpose through grounded theory strategy. Then, it is continued with quantitative type of study, explanatory and descriptive purposes through survey and correlational research strategies. The probe concepts and variables are analyzed in 30 top knowledge-based companies of Iran working on electronics and informatics field. The results indicate that achieving knowledge-centricity main phenomenon through dynamic capabilities requires presence of value creation on the basis of resource orientation together with competences. The knowledge-based companies can reach the summit and sustainable success in the knowledge-centricity main phenomenon when they consider two specialized paths related to the differentiation and knowledge-based strategies. Environmental cognition, knowledge management, knowledge approaches, branding and brand management, and strategic agility are identified with a positive and significant effect on both strategies.

show abstract

Marketing resources, performance, and competitive advantage: A review and future research directions

Cited by 129 publications

References 34 publications

Intangible Assets Investment and Firms’ Performance: Evidence From Small and Medium-Sized Enterprises in Korea

Intangible Assets Investment and Firms’ Performance: Evidence From Small and Medium-Sized Enterprises in Korea

Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

An Exploratory Model of Competitive Advantage through Dynamic Capabilities and Differentiation Approach for Knowledge-Based Companies

Contact Info

Product

Resources

About