Outside-in marketing capability and firm performance

Does competitive aggressiveness negatively moderate the relationship between coopetition and customer satisfaction performance?

“…Furthermore, recent changes to resource-based theory include taking an 'outside-in' perspective. This involves decision-makers assessing factors that are external to their companies, such as ways to 'de-rail' rivals (Day, 2014;Mu et al, 2018).These issues were incorporated into the resource-based view, as traditionally, this perspective focused on firm-level assets and their association with sustainable competitive advantages (i.e., the VRIN framework), rather than these environmental matters (Barney, 1991;Wernerfelt, 1984). These conceptualisations expand upon the pivotal debate between Barney (2001) and Priem and Butler (2001) to stress not just the effects of the competitive business environment, but also, the ways that firms should scan their markets for key opportunities and threats (leading to being strategically flexible).This current article considers these external aspects of the resource-based view to show how coopetition is a notable business-to-business marketing activity that is dependent on organisations fostering their resources and capabilities, as well as having high-quality partnerships with network members (following Crick & Crick, 2021;O'Dwyer & Gilmore, 2018).…”

“…In fact, this investigation builds upon recent conceptualisations that have taken an 'outside-in' perspective when utilising the resource-based view. Instead of focusing on companies 'de-railing' their competitors (Day, 2014;Mu et al, 2018), the benefits and drawbacks of cooperating with industry rivals were highlighted -identifying situations where coopetition is (and is not) likely to drive customer satisfaction performance (Crick & Crick, 2020). On that note, this article expands upon earlier work that has incorporated competitiveness into the resource-based view.…”

Is the Relationship of Proactive Personalities to Creativity Mediated by Voice Behavior in Indonesian Marketing Employees?

“…Trait activation theory holds that a specific trait requires a relevant job to be expressed in behaviors that are relevant to that trait. For example, a marketing department requires that employees be active and creative to produce ideas and sales strategy plans (Jiang & Gu, 2015;Mu, Bao, Sekhon, Qi & Love, 2018). For this reason, marketing employees must exhibit creativity in their design of new products to attract a client's attention (Mu et al, 2018).…”

“…For example, a marketing department requires that employees be active and creative to produce ideas and sales strategy plans (Jiang & Gu, 2015;Mu, Bao, Sekhon, Qi & Love, 2018). For this reason, marketing employees must exhibit creativity in their design of new products to attract a client's attention (Mu et al, 2018). When employees come up with an idea to address work problems, they must express themselves (Gal, 2015).…”

“…In collectivistic cultures with high power distance, people tend to conform with their groups and avoid voicing their opinions in public (Mellahi, Budhwar, & Li, 2010). Marketing departments require employees with active and creative personalities to produce new ideas and create sales strategies to adapt to increasingly complex and fast-changing market environments (Mu et al, 2018). Thus, performing voice behavior should be appreciated more in marketing environments than elsewhere.…”