Organizational ambidexterity, brand management capability and brand performance

Abstract

Purpose The purpose of this study is to examine the extent to which an organization’s pursuit of radical and disruptive innovations and refinement of existing processes and incremental innovations influence the brand management capability, and subsequently, the brand performance in business-to-business firms. Design/methodology/approach The key informant approach is used for data collection. Panel data are obtained using the services of a reputable research firm. Existing scales are used to measure all the focal constructs. Partial least squares based structural equation modeling is used to test the hypotheses. Findings The results of this study indicate positive associations of both exploitative and exploratory innovation types with brand management processes. These findings signify the need for organizations to balance both these innovation types to maximize their performance. Research limitations/implications This study prescribes an insight into the complex relationship that exists between organizational ambidexterity, brand management processes and brand performance, providing a framework that reconciles the seemingly conflicting goals of relevance and consistency in the development of brand management capability. Practical implications Given that very few firms can achieve ambidexterity, this study provides a means to maximize the potential of this organizational process. Originality/value This study borrows from the existing research on brand management to argue that organizations are required to balance both exploitative and exploratory innovation types to maximize their performance.

Competitive intensity value resonance antecedence for successful brand performance

“…Research that supports the linkage of Brand Management System to Brand Performance (Dunes & Pras, 2017;Likoum, Shamout, Harazneh, & Abubakar, 2020;Santos-Vijande et al, 2013) which is indicated by positive and significant findings. Meanwhile research (Coleman, De Chernatony, & Christodoulides, 2015); (Iyer, Davari, Zolfagharian, et al, 2020); (Iyer, Davari, Zolfagharian, & Paswan, 2019) does not support the linkage of the Brand Management System to Brand Performance where it is shown that there is a negative influence and also some are not significant. Service Dominant Logic is currently being used to study marketing communications and content about brands.…”

“…Brand Performance as a measure that refers to the success of a brand in the market which is measured in terms of brand image, brand awareness, customer brand loyalty and brand reputation. Brand awareness refers to the possibility that the brand name will appear in the minds of customers (Muhonen, Hirvonen, & Laukkanen, 2017) .The participation of frontline employees in the success of Brand Performance is also associated with helping carry out brand building activities by understanding both the goals and characteristics of the brand, the actions taken by the company and helping to improve the brand image (Iyer, Davari, Zolfagharian, & Paswan, 2020). Brand Performance reflects the strategic achievements of the brand and its success in the marketplace.…”

“…The impact of brand management on company performance is a major concern for Brand Managers and Top Managers. Building and developing a brand with the concept of brand orientation, assessing the brand is the main goal (Dunes & Pras, 2017).Brand management capabilities enable organizations to maximize branding activities, increase brand effectiveness in the market and develop long-term brand value (Iyer, Davari, Zolfagharian, et al, 2020;So, King, Hudson, & Meng, 2017). The best brand management practice that can be carried out by food product SMEs is how to conduct internal company discussions where the company applies brand evaluation procedures.…”

What Does Variable Matter for Employee Brand Consistent Behavior as Imply of Employee Branding Outcomes: A Literatur Review

“…This brand management system will accelerate the process of brand implantation into the soul of employees, so that employees have high emotional affinity and bonding to them. [33].…”

Leveraging two forms of innovation with organizational ambidexterity

“…Successful brand management is imperative to business success, yet it’s a complex and multi-layered process with far-reaching implications. A research paper by Iyer et al (2020) explores brand management in the context of business-to-business (B2B) marketing. The study examines the extent to which disruptive and incremental innovation – when combined with refining business processes – influence a company's brand management capabilities.…”