Revisiting the role of the environment in the capabilities–financial performance relationship: A meta‐analysis

Karna, Amit; Richter, Ansgar; Riesenkampff, Eberhard

doi:10.1002/smj.2379

Cited by 173 publications

(199 citation statements)

References 137 publications

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“…First, we studied US firms only. Recent meta-analyses of capabilities and performance have called for objective measurement to offset larger effect sizes reported for perceptual data (Karna, Richter and Riesenkampff, 2016). Second, investments are accurate proxies for capability-building efforts (Maritan, 2001), but we did not test whether our firms actually created capabilities or what form those capabilities took.…”

Section: Limitations and Future Researchmentioning

confidence: 93%

Marketing as an Investment in Shareholder Value

Hughes

Yan

et al. 2018

British J of Management

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We present resource-based and capability-based arguments of marketing investment intensity to offer a strategic view of marketing as an investment in shareholder value. We find that marketing investment intensity has a U-shaped quadratic effect on shareholder value creation (Tobin's q) that calls for marketing investment to be protected and increased, not surrendered. We show how marketing investments interact with investments in R&D, human capital and operations to reveal how strategic co-investments can alter the shareholder value of marketing. Finally, we show how competitive intensity and failings in the firm's investment productivity (its ability to convert investment expenditure into sales) point to malaise in the firm's own strategic architecture as a fault for perceived poor returns from marketing investments. Our findings suggest that marketing investment should not be scapegoated when its contributions to shareholder value are not as expected. When invested in strategically and in combination with other investments, marketing can unlock exciting improvements in shareholder value.

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Section: Limitations and Future Researchmentioning

confidence: 93%

Marketing as an Investment in Shareholder Value

Hughes

Yan

et al. 2018

British J of Management

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“…They are firms' ability to constantly renew their stock of operational capabilities (Karna, Richter and Riesenkampff, 2015). As dynamic capabilities have been well proven to be more effective in volatile business environment , they exhibit a long-term orientation in aiding firms to cope with uncertainties and risks.…”

Section: Short-term and Long-term Capabilitiesmentioning

confidence: 99%

“…As short-term (operational) and long-term (dynamic) capabilities differ in functions, firms need both to gain and sustain the competitive advantage (Karna, Richter and Riesenkampff, 2015). In the context of sustainability, firms need to develop short-term capabilities to ensure the operational efficiency and profitability; meanwhile, they cannot afford to ignore the long-term capabilities which could help them avoid certain risks and lead to future prosperity.…”

Section: Short-term and Long-term Capabilitiesmentioning

confidence: 99%

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

Wu¹,

Subramanian

Abdulrahman

et al. 2017

Sustainable Production and Consumption

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Sustainability research has been expanding rapidly during recent decades. Such research takes various forms with the identification of mixed results. Even though there are several review articles on sustainability with valuable insights, the time dimension aspect of sustainability is totally missing in addition to lack of well-developed framework. This paper systematically reviews previous sustainability studies published in the refereed scientific journals for the past two decades to understand the evolution of sustainability issues in the business context and solutions proposed until now. The study categorizes the popular sustainability practices into short-and long-term practices based on the time effect, and link them with different forms of organizational capabilities and sustainability performance. The paper further proposes a two-dimensional sustainability framework that incorporates practices, capabilities and performance, and the balancing issues between short-and long-term sustainability. At the end, it suggests potential research directions for future research as well. Graphical abstract Highlights We systematically reviews the past two decades sustainability studies published in the refereed scientific journals  We use time dimension to classify and understand sustainability benefits Review of sustainability theories, practices, capabilities, and performance Classification of sustainability practices, capabilities, and sustainability performance Model & propositions development We categorized sustainability practices and performances into short-and long-term perspectives for effective managerial decisions  We propose research propositions relating firm's capability and its implementation of shortand long-term sustainability practices and sustainability performance.  We draw attention to the future role of organizational capabilities and their interactions with sustainability practices to achieve better performance.

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“…Barreto, 2010;Easterby-Smith et al, 2009). One of the criticisms of the dynamic capabilities concept is that they are difficult to measure (Fainschmidt et al, 2016;Karna et al, 2015;Laaksonen and Peltoniemi, 2016) and to measurement of dynamic capabilities (Pavlou and El Sawy, 2011;Barrales-Molina et al, 2013;Wang et al, 2015). Therefore, probably, the problem will lose significance.…”

Section: Sources Of Competitive Advantagesmentioning

confidence: 99%

The Concept of Competitive Advantages. Logic, Sources and Durability

Cegliński

2017

JPM

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Purpose: The main purpose of this article is to present theoretical assumptions of the concept of competitive advantages and main problems connected with the same. Most of all, the article outlines issues, which are presently discussed in the field of management sciences, including sources of competitive advantages, causal ambiguity and character of durability of competitive advantages in the contemporary turbulent business environment. In the author's opinion, the issues have a great significant for the practice of management. Methodology:The article has been written following a careful review of leading literature of the subject and in accordance with the logics of resource-based view. Conclusions:The concept of competitive advantages is commonly used for the purposes of analysing above-average results of enterprises in a competitive market. However, the contemporary changes in environments of organizations make competitive advantages become more and more complex and relationships between sources of the advantages and results activities more and more inobvious. Originality/Value:The article contributes to further discussion on concept of competitive advantages. Paradoxically, the problems are not developed sufficiently in management sciences. Due to dynamic changes occurring in environments of enterprises, it is necessary to update knowledge in this field on a regular basis.

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Revisiting the role of the environment in the capabilities–financial performance relationship: A meta‐analysis

Cited by 173 publications

References 137 publications

Marketing as an Investment in Shareholder Value

Marketing as an Investment in Shareholder Value

Short-term versus long-term benefits: Balanced sustainability framework and research propositions

The Concept of Competitive Advantages. Logic, Sources and Durability

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