The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view

Configuring quality management and marketing implementation and the performance implications for industrial marketers

“…Krasnikov and Jayachandran (2008) conclude that marketing capability has a stronger impact on firm performance than research-and-development and operations capabilities. Recently, Nath, Nachiappan, & Ramanathan (2010) find that a market-driven firm is likely to bring better business performance than a firm focusing solely on operational capabilities such as quality improvements. The insights from these studies are that firms should develop a holistic view to better coordinate industrial activities (e.g., distribution, transportation, warehousing) involving different parties in the supply chain.…”

“…Today's business environment is characterized by diverse customer needs and rapid market changes, which present huge challenges to many businesses in managing their operations. Research linking internal operating processes and market needs is emerging in industrial marketing (Nath, Nachiappan, & Ramanathan, 2010) and operations management (Chintagunta & Desai, 2009). There is an urgent need for more studies to address the new challenges of quality management, particularly when firms are striving to meet rapidly changing market requirements (Schroeder, Linderman, & Zhang, 2005) and industrial relationships.…”

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

“…The first area is the relation of firm and / or brand to its environment, such as its stakeholders (Kurt & Hulland, 2013;Gaur et al, 2014;Krush et al, 2014). Second area includes the effects of marketing as a function, in which the articles debate about the role of marketing department or function in a firm and how that role affects overall company performance (Nath et al, 2010;Zhao et al, 2015). The third area is identification and deployment of marketing resources and their effects on performance (Capron & Hulland, 1999;Kor & Mahoney, 2005;Hooley et al, 2005;Mariadoss et al, 2011;Angulo-Ruiz et al, 2014;Wang et al, 2015).…”

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

“…It is believed that when the internal resources of an organization can be leveraged to help guard against all external forces that have the potential to negatively influence the performance, this organization will enjoy a competitive advantage over its competitors (Campbell and Park, 2016). From a RBV point of view, a firm is a bundle of resources and capabilities (Rubin, 1973;Nath, Subramanian and Ramanathan, 2010), and organizations should be evaluated and analysed based on their resources (Schoenherr, 2012). Resources are "stocks of available factors that are owned or controlled by the firm", including "all assets, capabilities, organizational processes, firm attributes, information, knowledge, etc."…”

“…Resources are "stocks of available factors that are owned or controlled by the firm", including "all assets, capabilities, organizational processes, firm attributes, information, knowledge, etc." (Nath, Subramanian and Ramanathan, 2010;Barney, 1991). They can be categorized into physical capital resources, human capital resources, and organizational capital resources (Barney, 1991).…”