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Hooley, Graham J.; Fahy, John; Cox, Tony; Berács, József; Fonfara, Krzysztof; Snoj, Boris

doi:10.1023/a:1009879120167

Cited by 105 publications

(6 citation statements)

References 66 publications

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“…Market orientation is a capacity that contributes significantly to the creation of a range of organizational skills that in turn lead to superior performance in the areas of cost containment, revenue growth, customer retention and new service success (Kohli and Jaworski, 1990). Over time, scholars have recognized that market orientation research has significantly influenced the development of marketing knowledge (Biggadike, 1981; Kohli and Jaworski, 1990, Hooley et al , 1999).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Effects of market orientation, innovation strategies and value-based pricing on market performance

Toni

Reche²,

Milan

2021

IJPPM

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PurposeThis study aims to propose and test a theoretical model that contemplates antecedent constructs of organizational performance, as well as the interaction among them.Design/methodology/approachA survey was conducted with 151 Brazilian exclusive stores in the planned furniture segment. The data analysis was performed using two statistical techniques, focused on hierarchical regression and mediation and moderation tests.FindingsAmong the main results of the survey are the direct and significant effects of value-based pricing and innovation strategies and the indirect effect of market orientation on market performance. As for moderation, the authors identified that profitability moderates the relationship between value-based pricing and market performance, and the degree of sales projection moderates the relationship between market orientation and market performance.Originality/valueThe insertion of value-based pricing as a variable in quantitative analysis of market performance meets the lack of academic research. When the constructs are combined or interacted with each other, they have a stronger and more significant effect on performance. In addition, this work proposes two moderating variables that can interfere in the relationship between the analyzed constructs (profitability and sales projection). It was identified that the relationships between the constructs and that the orientation towards the market (despite not directly impacting market performance) interfere with the relationship based on mediation of variable innovation strategies and value-based pricing.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Effects of market orientation, innovation strategies and value-based pricing on market performance

Toni

Reche²,

Milan

2021

IJPPM

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“…The positive relationship between various aspects of marketing capabilities and performance has been extensively reported in the past, both directly and indirectly (Hooley et al , 1999; Vorhies and Morgan, 2005; Vorhies et al , 2011; O'Cass et al , 2012; Tho, 2018; Ren et al , 2015; Qureshi and Kratzer, 2011; Blesa and Ripolles, 2008; Sun et al , 2019; Krasnikov and Jayachandran, 2008). Patel et al (2021) show that MC has a positive effect on new venture survival, and Reijonen and Komppula (2010) present a qualitative study demonstrating that SMEs themselves view marketing capabilities as success factors.…”

Section: Theoretical Frameworkmentioning

confidence: 86%

Marketing first? The role of marketing capability in SME growth

Joensuu‐Salo

Viljamaa²,

Kangas³

2022

JRME

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Purpose This paper aims to examine the growth rates of small- and medium-sized enterprises (SMEs) over a three-year period, the relationship between firm size and firm growth in the context of SMEs, and the effect of marketing capability (MC) on firm growth and how it relates to firm size. The theoretical framework is based on the resource-based view and dynamic capabilities. Design/methodology/approach Data were gathered from Finnish SMEs (n = 214) and analyzed with Latent growth curve modeling (structural equation modeling). Respondents were chief executive officers or company owners. Findings Results show that firm size is unrelated to the rate of change, and MC has a significant effect on both the intercept and slope parameters. Smaller SMEs have less MC than larger SMEs. Practical implications While the overall human resources level of the SME is not linked to the rate of growth, MC is. This is an important point for small business growth studies, for it shows what type of personnel is called for during rapid growth. SMEs could advance significantly and rapidly if they invest in versatile human capital, especially in the marketing area. Originality/value Majority of the MC research involves larger corporations. This study brings new insights from SME perspective. In addition, this study suggests that it is imperative to consider different types of growth separately. This study contributes to this need by demonstrating the connection between employee growth rate and MC in SMEs.

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“…Despite these multiple categorizations, there is little by way of evidence of MCs, DMCs and IMCs being studied at different levels. In this respect, a seminal study by Hooley et al (1999) proposes a hierarchy of MCs in which outside-in, inside-out and spanning capabilities are rooted in marketing operations that shape marketing strategy and thus marketing culture. Similarly, Morgan and Slotegraaf (2012) claim MCs to be hierarchical in nature and propose a taxonomy of B2BMCs, distinguishing between higher-order, intermediate and lowerorder MCs.…”

Section: Toward the Conceptualization Of Idmcsmentioning

confidence: 99%

Section: Theoretical Challenges For Idmcsmentioning

confidence: 99%

International dynamic marketing capabilities: developments and a research agenda

Pfajfar,

Mitręga,

Shoham

2024

IMR

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PurposeIn this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.Design/methodology/approachThis is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.FindingsExisting typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.Originality/valueThis paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.

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Cited by 105 publications

References 66 publications

Effects of market orientation, innovation strategies and value-based pricing on market performance

Effects of market orientation, innovation strategies and value-based pricing on market performance

Marketing first? The role of marketing capability in SME growth

International dynamic marketing capabilities: developments and a research agenda

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