Toward a model of brand strategy adoption

Neuvonen, Heidi

doi:10.1057/bm.2016.6

Cited by 6 publications

(10 citation statements)

References 45 publications

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“…In spite of the burgeoning state of branding studies, however, three key deficiencies are observed in marketing literature. First, a significant gap exists regarding the amount of branding research focusing on small-and medium-sized enterprises (SMEs) in comparison with those carried out with large organizations settings (Neuvonen, 2016). Second, the branding literature exhibits a paucity of research works emanating from emerging or less-developed economies compared to those from developed economic settings (Odoom, 2016).…”

Section: Introductionmentioning

confidence: 99%

Branding capabilities and SME performance in an emerging market

Odoom

Agbemabiese

Anning-Dorson

et al. 2017

MIP

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Purpose The purpose of this paper is to test the effect of brand regulations on the relationship between enterprises’ branding capabilities (internal and external) and performance. It also examines the hypothesized relationship effects across manufacturing and service-based enterprises. Design/methodology/approach The study uses data from 384 small- and medium-sized enterprises (SMEs) within an emerging market setting. Moderated hierarchical regression was used to examine the theoretical interrelationships between branding capabilities and enterprise performance within the boundaries of regulations. Findings Results from the study suggest that both internal and external branding capabilities positively affect enterprise performance. However, the effect is confounded as brand regulations attenuate the relationship between enterprises’ branding capabilities and performance. Varying outcomes across manufacturing and service-based enterprises are also assessed. Originality/value The study suggests that policy makers should review regulations on businesses, particularly those relating to the small business sector. Regulations that ameliorate activities of SMEs should be implemented to promote existing enterprises, and attract new ones for industrialization in emerging markets. The findings provide evidence for issues of potential research and managerial interest, with implications for both policy makers, small business owners and the academic community.

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Section: Introductionmentioning

confidence: 99%

Branding capabilities and SME performance in an emerging market

Odoom

Agbemabiese

Anning-Dorson

et al. 2017

MIP

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“…BI allows a firm to own the innovation and generate a longer-lasting source of differentiation, as the brand enhances its visibility, communicates its features and benefits and adds credibility and legitimacy to the innovation (Aaker, 2007). In fact, innovation mediates the influence of the distinctiveness of a brand (Auh and Shih, 2009; Neuvonen, 2016; Wong and Merrilees, 2008). Further, a branded innovation can even have a positive carryover effect on the perception of a corporate/parent brand (Aaker, 2007; Brexendorf et al , 2015; Jensen and Beckmann, 2009) – case in point, what the iPod and iPhone did for Apple.…”

Section: Brandingmentioning

confidence: 99%

“…To answer this question, this paper integrates the literature on BI (Aaker, 2007; Ambler and Styles, 1997; Auh and Shih, 2009; Beverland et al , 2010, 2015; Brexendorf et al , 2015; Clayton and Turner, 1998; Jensen and Beckmann, 2009; Keller and Lehmann, 2006; Nedegaard and Gyrd-Jones, 2013; Neuvonen, 2016; O'Cass and Ngo, 2007), organizational ambidexterity (Birkinshaw and Gupta, 2013; Cao et al , 2009; Hughes, 2018; Josephson et al , 2016; Lee et al , 2016; Levinthal and March, 1993; March, 1991; Raisch and Birkinshaw, 2008; Swift, 2016) and resource/knowledge-based view of firms (Barney, 1991, 1995; Cohen and Levinthal, 1990; Kogut, 1988; Levinthal and March, 1993) and proposes a strategic typology that considers exploitation and exploration as the two strategic underlying orientations that determine the degree of BI efforts made by a firm. This paper takes the stance that branding efforts are anchored in exploitation orientation – with a focus on selection, refinement, efficiency enhancement and the implementation of existing resources and competencies – whereas innovation efforts are anchored in exploration orientation – which includes activities such as search, variation, experimentation and discovery to develop new resources and competencies (Cao et al , 2009; March, 1991).…”

Section: Introductionmentioning

confidence: 99%

Innovation-branding: should all firms be equally ambidextrous?

Paswan

Guzmán

Pei

2020

JPBM

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Purpose The fundamental question asked in this study is – should all firms engage in innovation and branding activities to the same extent to achieve their goals? The purpose of this paper is to answer this question, a strategic typology that integrates branding and innovation (BI) from an organizational ambidexterity perspective is proposed. Design/methodology/approach This paper builds theory by proposing a typology. Integrating the literature on BI, organizational ambidexterity and resource/knowledge-based view of firms, this study posits that to create a value proposition, a firm could choose to engage in innovation and branding activities in a variety of ways depending on their dominant strategic orientation along two dimensions of ambidexterity. Findings The four proposed typical branding-innovation orientations are low innovation × low branding; low innovation × high branding; high innovation × low branding; and high innovation × high branding. Practical implications A firm should choose its dominant strategic orientation depending on conditions such as market, consumers, needs and demand and resources. Originality/value By framing the innovation-branding paradox within an organizational ambidexterity framework, the proposed typology helps integrate two complementary and yet conflicting organizational functions by shifting the focus from an operational to a strategic level.

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“…In spite of the burgeoning state of branding studies, however, three key deficiencies are observed in marketing literature. First, a significant gap exists regarding the amount of branding research focusing on small-and medium-sized enterprises (SMEs) in comparison with those carried out with large organizations settings [30]. Second, the branding literature exhibits a paucity of research works emanating from emerging or less-developed economies compared to those from developed economic settings [31].…”

Section: Literature Reviewmentioning

confidence: 99%

The Role of Branding on Educational Performance in the Egyptian Private Universities

Rashwan¹,

Shawky²,

Ragheb³

et al. 2018

OALib

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This paper aims to investigate the role of branding in achieving a good performance level for Egyptian universities. It explains the value of impact of each dimension of the Branding, which are: Design, Communication and Feedback, on Performance, represented in Alumni, Employment and Learning Efficiency. Regression analysis and SEM were conducted and results show that none of the Branding dimensions significantly affects Learning Efficiency. On the other hand, all Branding dimensions are significantly affecting Alumni. It could be concluded that there should be some enhancements regarding the programs provided for post graduates to be able to achieve the required level of learning efficiency.

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Toward a model of brand strategy adoption

Cited by 6 publications

References 45 publications

Branding capabilities and SME performance in an emerging market

Branding capabilities and SME performance in an emerging market

Innovation-branding: should all firms be equally ambidextrous?

The Role of Branding on Educational Performance in the Egyptian Private Universities

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