The impact of formal processes for market information acquisition and utilization on the performance of Chinese new ventures

Song, X. Michael; Benedetto, AC Anthony Di; Parry, ME

doi:10.1016/j.ijresmar.2009.08.003

Cited by 25 publications

(37 citation statements)

References 82 publications

(98 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The third question, can the propositions developed in EM be tested, has been addressed by the high-quality empirical work published over the past few decades by authors such as Di Benedetto, O'Cass, Song, and others (see for example O'Cass and Ngo, 2011;Song, Di Benedetto, & Parry, 2009;Song, Droge, Hanvanich, & Calantone, 2005;Song, Wang, & Parry, 2010). However, this still leaves the last question largely unresolved -can what is now considered EM literature help explain and predict marketing actions and performance?…”

Section: Resultsmentioning

confidence: 99%

Exploring entrepreneurial marketing

Miles

Gilmore

Harrigan

et al. 2014

Journal of Strategic Marketing

110

View full text Add to dashboard Cite

This paper furthers the conceptual development of entrepreneurial marketing (EM) as theory. EM draws on the work of both marketing and entrepreneurship scholars and has evolved primarily from the marketing management and entrepreneurship literatures. Beginning with an overview of the different schools of thought from which the concept of EM has evolved, this paper attempts to outline and review the issues of EM that delineate it as a distinct area within the discipline of marketing. The discussion presents three potential locus of EM thought within the firm: vertical EM, horizontal EM, and EM as a temporal phenomenon. Finally, in adopting Hunt's (2010) benchmarks that seek to verify the existence of a distinct body of theory, the paper concludes that EM is advancing towards theory construction.

show abstract

Section: Resultsmentioning

confidence: 99%

Exploring entrepreneurial marketing

Miles

Gilmore

Harrigan

et al. 2014

Journal of Strategic Marketing

110

View full text Add to dashboard Cite

show abstract

“…For instance, product uncertainty exists when one faces unpredictable changes in product demand; while competitive uncertainty exists where the market is still emerging (Moorman & Miner, 1997;Song, Di Benedetto, & Parry, 2009) and covers the uncertainties regarding strategic moves by existing rivals and potential ones (Miller, 1993). Both forms of uncertainty are related to higher organizational risk and a lower likelihood of decision-making success (Song, Di Benedetto, & Environment, intuition, and decision politics Parry, 2009).…”

Section: Environmental Uncertainty As a Moderatormentioning

confidence: 99%

Do environment and intuition matter in the relationship between decision politics and success?

Elbanna

Benedetto

Gherib

2015

Journal of Management & Organization

View full text Add to dashboard Cite

Little is known about the relationship between political behavior and successful decision making in non-Western national settings, or about the impact of environmental factors on this relationship. Moreover, our understanding of the decision processes through which political behavior translates into decision outcomes is also not well understood. The present research extends previous studies by examining how political behavior influences decision success in a new setting, with reference to the moderating impact of three environmental factors representing industry and society/nation environment effects, and the mediating role of a decision process, intuition. The findings from a survey of 131 Tunisian firms suggest that the practice of political behavior negatively influences decision success. We also find evidence of the importance of product uncertainty and intuition in understanding this relationship. Our findings address key issues not yet well understood in the theoretical literature, and provide managerial insights into ways of improving strategic choices in organizations.

show abstract

“…Indeed, China has been remarkably successful in creating new technology ventures, primarily through the establishment of high-technology industrial parks across the country. In recent decades, over 20,000 technology companies have been set up and 53 national industrial parks established (Song, Benedetto, & Parry, 2009).…”

Section: Chinese New Technology Venturesmentioning

confidence: 99%

“…In contrast to the developed market economies of Europe and North America, for example, the complexity and dynamism of the transitional environment in China means that firms must confront the challenges of new competition (Chang & Zhu, 2011;Song et al, 2009). Thus, the Chinese firm provides a challenging transitional context to examine the roles of clan culture and strategic orientation in hightechnology businesses (Lau et al, 2008;Luo et al, 2005;Zhou et al, 2005).…”

Section: Chinese New Technology Venturesmentioning

confidence: 99%

Clan culture, strategic orientation and new product performance in Chinese marketing ventures: an exploration of main and moderating effects

Chuang

Morgan

Robson

2012

Journal of Strategic Marketing

View full text Add to dashboard Cite

We investigate the role of Chinese clan culture in influencing firms' strategic orientations and new product performance outcomes in this transitional economy. We also test the moderating effects of the type of marketing venture (independent or corporate) pursued and the type of product development strategy (improved or novel) employed. We report the results of an empirical study of 187 high-technology new product, marketing ventures in China. The extant literature is replete with examinations of Chinese national culture embodied in bureaucratic characteristics such as 'guanxi' or Confucian ideology. In contrast, we examine culture within the firm and consider that firms' clan culture, which is characteristic of Chinese collectivist ideals, can influence the strategic orientations they adopt. We find that clan culture is positively linked to strategic analysis and strategic defensiveness. We also identify positive relationships of strategic analysis and strategic defensiveness with new product performance. Finally, we reveal moderating effects of marketing venture type and product development strategy on clan culture -strategic orientation -new product performance links.

show abstract

The impact of formal processes for market information acquisition and utilization on the performance of Chinese new ventures

Cited by 25 publications

References 82 publications

Exploring entrepreneurial marketing

Exploring entrepreneurial marketing

Do environment and intuition matter in the relationship between decision politics and success?

Clan culture, strategic orientation and new product performance in Chinese marketing ventures: an exploration of main and moderating effects

Contact Info

Product

Resources

About