The relationship between marketing agility and financial performance under different levels of market turbulence

Zhou, Jing; Mavondo, Felix T; Saunders, Stephen Graham

doi:10.1016/j.indmarman.2018.11.008

Cited by 115 publications

(100 citation statements)

References 79 publications

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“…Thus, we used market turbulence as an instrumental variable as it is expected that SCA will be greater where the market is volatile (Ying et al 2016). However, we did not find any indication that market turbulence directly affects financial performance (Zhou, Mavondo, and Saunders 2019). Equation 1explains the residual as:…”

Section: Endogenous Assessmentmentioning

confidence: 59%

Financial performance and supply chain dynamic capabilities: the Moderating Role of Industry 4.0 technologies

Eslami

Jafari

Achtenhagen

et al. 2021

International Journal of Production Research

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Industry 4.0 digital technologies are becoming indispensable for firms striving to enhance their supply chain capabilities and financial performance, but how these relationships play out in practice remains unclear. To address this issue, this study assesses the relationship between supply chain integration, supply chain agility, and financial performance from a dynamic capability perspective. Further analyses are conducted to establish whether Industry 4.0 digital technologies moderate the association between (a) supply chain integration and supply chain agility and (b) supply chain agility and financial performance. Findings based on the data pertaining to a sample of 274 Swedish manufacturing firms indicate that supply chain agility fully mediates the link between supply chain integration and financial performance. However, while Industry 4.0 digital technologies strengthen the effect of supply chain agility on financial performance, they do not moderate the relationship between supply chain integration and supply chain agility. These findings contribute to the ongoing debate regarding how digital technologies play a role in achieving competitive advantage in interplay with dynamic capabilities related to the supply chain. These findings are relevant for decision-makers, as they address the need for organisational adjustments beyond the mere introduction of Industry 4.0 technologies to fully reap their benefits.

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Section: Endogenous Assessmentmentioning

confidence: 59%

Financial performance and supply chain dynamic capabilities: the Moderating Role of Industry 4.0 technologies

Eslami

Jafari

Achtenhagen

et al. 2021

International Journal of Production Research

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“…As also summarized by (Zhou, Mavondo, & Saunders, 2018) the term agility has been used in numerous studies (Liu, Ke, Wei, & Hua, 2013;Raschke, 2010;Sambamurthy, Bharadwaj, & Grover, 2003;Son, Lee, Lee, & Chang, 2014;Swafford, Ghosh, & Murthy, 2008) from different business levels such as supply chain (Yusuf et al, 2014, organization (Ghasemaghaei, Hassanein, & Turel, 2017;Lu & Ramamurthy, 2011), business process (Raschke, 2010), management (Winby & Worley, 2014), among others. The common point in all the mentioned studies is this that enterprises need a special capability to face unforeseen changes in the marketplace.…”

Section: Agilitymentioning

confidence: 99%

The role of business analytics capabilities in bolstering firms’ agility and performance

Ashrafi

Ravasan

Trkman

et al. 2019

International Journal of Information Management

228

217

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Many companies invest considerable resources in developing Business Analytics (BA) capabilities to improve their performance. BA can affect performance in many different ways. This paper analyses how BA capabilities affect firms' agility through information quality and innovative capability. Furthermore, it studies the moderating role of environmental turbulence, both technological and in the market. The proposed model was tested using statistical data from 154 firms with two respondents (CEO and CIO) from each firm. The data were analysed using Partial Least Squares (PLS)/Structured Equation Modelling (SEM). Our results indicate that BA capabilities strongly impact a firm's agility through an increase in information quality and innovative capability. We also discuss that both market and technological turbulence moderate the influence of firms' agility on firms' performance. 1. Introduction Business analytics (BA) are overhauling the way firms are generating and using data (Ramanathan, Philpott, Duan, & Cao, 2017). They attracted increasing attention from both academics and practitioners for their high operational and strategic potential across various industries, including financial services, insurance, retail, healthcare and manufacturing (Dubey, Gunasekaran, Childe, Wamba, & Papadopoulos, 2016; Fosso Wamba, Ngai, Riggins, & Akter, 2017). BA can be defined as a holistic approach to manage, process and analyse data, not only to create actionable insights (adapted from Fosso Wamba, Akter, Edwards, Chopin, and Gnanzou, (2015)) but also to enable organisations to predict changes based on market requirements and respond to them quickly (Işık, Jones, & Sidorova, 2013). BA systems involve the use of capabilities and technologies to collect, transform, analyse and interpret data to support decision-making (Santiago Rivera & Shanks, 2015). BA are known as 'competitive differentiators (Jeble et al., 2018),' and both professional press and academic research consistently demonstrate a positive relationship between BA and or

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“…Therefore, organizations are required to look for agility in the 21st century on the grounds that current organizations face with progressively strain to discover better approaches to contend productively in the worldwide dynamic market (Johnsen and Lacoste, 2016;Zhou et al, 2018). Strategic agility gives the opportunity by reorganizing the system, respond quickly to change, capable to reforms, be flexible and develop procedures to control the environmental changes and uncertainty (Gao et al, 2015;Shams et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

The impact of customer knowledge management capability on project performance-mediating role of strategic agility

Haider

Kayani

2020

JKM

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Purpose The purpose of this study is to examine the relationship between the customer knowledge management capability (CKMC) on project performance through strategic agility in the context project based software companies of Pakistan. The aim of the paper is to find out whether and how is customer knowledge beneficial for project performance and recognized as the important source of advancement of the knowledge management (KM) theory and the essential subject in practical ground. Design/methodology/approach In this study, non-probability, simple random sampling method was used to collect the data because it excludes bias from the data collection process. Although, the population of this research includes 307 employees working in different 30 public and private projects based software firms, operating in twin cities Rawalpindi, Islamabad. The respondents are project supervisors, team members, customers working on these different projects. Because of time limitation data has been collected within four months (i.e. November 2018 to February 2019) for this study, it is not time-lagged study and the data were collected at one time, so the design is cross-sectional in nature. The analysis was established using partial least squares-structural equation modeling (Smart PLS-SEM v.3.2.8) software to test hypotheses. Findings The results revealed the structural equation modeling that the components creating, transferring, integrate and influence ensure the most significant job in clarifying the customer knowledge and enhancing the capability to understand the customer needs and want which lead to decrease project delay, over consumption of the budget and directly lead to increase the project performance. The analyzed results also successfully justified the gap of this research study by showing the significant relationship between CKMC and project performance, also the indirect effect of CKMC through strategic agility on project performance more than its direct effect. So, the strategic agility plays positive and significant mediating role between CKMC and project performance, therefore the all sub-hypothesis and primary hypothesis were accepted. Originality/value This study sets the context with a brief summary of the key characteristics of the CKMC to improve the new product performance, enhance product/service quality, also reduce costs and enhance the competitiveness of organizations. Organization ought to acknowledge how to use KM to generate their revenues and achieve their goals. However, available techniques and methodology to measure the sufficiency are dissatisfying and consistent need for assessments and evaluations of this issue are felt.

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The relationship between marketing agility and financial performance under different levels of market turbulence

Cited by 115 publications

References 79 publications

Financial performance and supply chain dynamic capabilities: the Moderating Role of Industry 4.0 technologies

Financial performance and supply chain dynamic capabilities: the Moderating Role of Industry 4.0 technologies

The role of business analytics capabilities in bolstering firms’ agility and performance

The impact of customer knowledge management capability on project performance-mediating role of strategic agility

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