Exploring Contribution of Innovative Behavior and Marketing Capability on Batik Firm Performance in Malaysia

2011 ◽  
Author(s):  
Dewi Izzwi Abdul Manan ◽  
Saburiah Mamat
Keyword(s):  
Firm Performance ◽  
Marketing Capability ◽  
Innovative Behavior

Developing the capability of marketing intelligence

2015 ◽  
Vol 22 (7) ◽  
pp. 1341-1359 ◽  
Author(s):  
Wei-Shong Lin ◽  
Jing-Wen Hsu ◽  
Ming-Yih Yeh
Keyword(s):  
Firm Performance ◽  
Tacit Knowledge ◽  
Market Orientation ◽  
Organizational Capabilities ◽  
Small Scale ◽  
Marketing Capabilities ◽  
Marketing Capability ◽  
Organizational Capability ◽  
Content Type ◽  
Marketing Intelligence

Purpose – The purpose of this paper is to help firms to create competitiveness by developing marketing capabilities. It analyzes how the component and architectural competences affect and enhance market orientation and firm performance. Design/methodology/approach – Built on the theories of organizational capability, knowledge creation, and market orientation, this research develops the contents of marketing capabilities, including component and architectural competences that contribute to marketing capability by responding to external changes, and analyzes their influence on market orientation and firm performance. Findings – The study reveals the following effective marketing capabilities which benefit to marketing performance. First, hiring and retaining employees with higher professional, local, and specific knowledge. Second, firms with higher tacit knowledge enhance market orientation. Third, arranging employees into teamwork to implement marketing tasks. Fourth, assigning employees into small-scale experiments on creative proposals. Fifth, standardizing procedures of generation, dissemination, and response of marketing intelligence. Sixth, providing written market information and training programs to non-marketing staff. Seventh, appropriately delegating to staff. Eighth, establishing apprenticeship among the staff to deliver experiential know-how. Research limitations/implications – From a dynamic capability perspective, this research construct the two kinds of marketing competences and examine their effect on market orientation and firm performance. For further understanding the complementary effects of marketing capabilities, market orientation, and synergistic performance, a larger sample data (e.g. product, market share, sales, characteristics of staff, firm, and knowledge, etc.) and objective evaluation are encouraged. Otherwise, from the viewpoint of agency theory, the incentive system should also be discussed. Practical implications – This research has potentially significant implications for knowledge management and marketing management fields as well as managerial practice. The results suggest the importance of marketing capability for market orientation and firm performance. Originality/value – Marketing resources and marketing capabilities are significant drivers of firm performance, and their impact is greater when they are complementary to each other. This study takes the perspectives of organizational capabilities and market orientation to find out the factors which contribute to marketing capability and performance. This study provides practitioners with a framework for analyzing marketing capabilities as an object of improving firm performance by creating market orientation. Furthermore, this research empirically introduced strategic specific competence (tacit knowledge and autonomy) into the model and tests their effect of market orientation and firm performance.

scholarly journals The performance of export manufacturing firms: roles of international entrepreneurial capability and international opportunity recognition

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Imtiaz Mostafiz ◽  
Murali Sambasivan ◽  
See Kwong Goh
Keyword(s):  
Firm Performance ◽  
Financial Performance ◽  
Structural Equation ◽  
Manufacturing Firms ◽  
Opportunity Recognition ◽  
Entrepreneurial Firms ◽  
Marketing Capability ◽  
Content Type ◽  
Export Manufacturing

PurposeThe international entrepreneurial capability has achieved its legitimacy in international business literature. Leveraging capabilities to recognise opportunities is considered a pivotal strategy to achieve success. Drawing on the entrepreneurship literature and opportunity perspective, this study aims to investigate the role of international entrepreneurial capability in enhancing the international opportunity recognition (IOR) process and the performance of export manufacturing firms.Design/methodology/approachStructural equation modelling has been used to test the hypothesised relationship on 388 export manufacturing entrepreneurial firms operating in the apparel industry of Bangladesh.FindingsThe results signify that three international entrepreneurial capabilities, namely, international networking, learning and marketing capability, positively enhance the IOR process of export manufacturing firms. The IOR process positively mediates the relationships between these international entrepreneurial capabilities and firm performance.Originality/valueMerely having the international entrepreneurial capability is not sufficient to escalate the firm performance. It must be amplified by various strategic actions such as the IOR process. Entrepreneurs need to capitalise on the international entrepreneurial capability to leverage the IOR process and generate non-financial performance success. Entrepreneurial firms that focus more on stimulating non-financial performance can secure better financial performance.

Nonmarket and market strategies, strategic uncertainty and strategic capabilities

2018 ◽  
Vol 41 (2) ◽  
pp. 252-274 ◽  
Author(s):  
John A. Parnell
Keyword(s):  
Firm Performance ◽  
Rapid Development ◽  
Empirical Support ◽  
Organizational Capabilities ◽  
Marketing Capability ◽  
Strategic Uncertainty ◽  
Market Strategy ◽  
Content Type ◽  
The Usa ◽  
Market Strategies

Purpose Amidst rapid development in emerging economies, greater emphasis on public–private partnerships and a more complex regulatory environment, nonmarket strategy (NMS) is now widely viewed as a key component of a firm’s overall strategy. This paper aims to investigate how nonmarket and market strategies are influenced by strategic uncertainties and capabilities and ultimately drive firm performance. Design/methodology/approach A survey addressing strategic uncertainties, capabilities, NMS and market strategy and firm performance was administered online to 193 practicing managers in the USA. Measures for competitive strategy (i.e. cost leadership and differentiation), NMS, management and marketing capabilities, competitive and technology uncertainties and firm performance were adopted from or based on previous work. Hypotheses were tested via SmartPLS. Findings Emphasis on NMS was linked to high marketing capability, high competitive uncertainty and high technology uncertainty. Cost leaders were more likely than differentiators to emphasize on NMS, although all three strategies were positive drivers of performance. NMS appears to be viewed as a part of an integrated strategic approach by managers in many organizations. Research limitations/implications The sample included mangers in multiple industries. Self-typing scales were used to assess strategic emphasis and firm performance. Practical implications Emphasis on NMS can promote firm performance, but the relationship is complex. Strategic managers should align the NMS with organizational capabilities and a market-oriented strategy appropriate for the firm. Originality/value This paper provides empirical support for a model linking select strategic uncertainties, capabilities, market strategy and NMS and firm performance. It supports NMS as a key performance driver, but with links to uncertainties and capabilities that differ from those of market strategies.

Linking entrepreneurial orientation and small service firm performance through marketing resources and marketing capability

2017 ◽  
Vol 27 (1) ◽  
pp. 231-249 ◽  
Author(s):  
Phyra Sok ◽  
Lan Snell ◽  
Wai Jin (Thomas) Lee ◽  
Keo Mony Sok
Keyword(s):  
Firm Performance ◽  
Entrepreneurial Orientation ◽  
Marketing Capability ◽  
Content Type ◽  
Service Firm ◽  
Moderation Effects ◽  
Marketing Resources ◽  
And Performance ◽  
Mediation And Moderation

Purpose The literature establishes complex relationships between entrepreneurial orientation (EO) and performance, with mixed findings suggesting the variability of the magnitude of the relationship between the two. Some studies report a positive relationship, some negative, while some report an insignificant relationship between EO and performance. These conflicting findings suggest that the EO-performance relationship is more complex than a simple main-effects-only relationship. The literature offers two distinct approaches – integrating moderating or mediation variables in advancing the EO-performance relationship. The purpose of this paper is to extend current knowledge by examining underlying processes through which EO contributes to performance and the specific conditions under which this process is facilitated. Design/methodology/approach To test the hypotheses the authors chose small service firms in Australia. Industry representation included: accommodation and food services; health care services; rental, hiring and real estate services; transport, postal and warehousing; arts and recreation services; retail trade; construction and training services; and professional, scientific and technical services. The services sector offers a unique opportunity to analyze variances in entrepreneurial engagement and organizational outcomes given the competitive intensity within the service sector which requires firms to engage in venturing, renewal and innovation. The proposed hypotheses were tested through a hierarchical regression analysis. Findings This study finds the support for the mediation effect of marketing capability on the EO-performance relationship. Critically, this study also finds that marketing resources moderates on the indirect effect of EO on performance via marketing capability. The findings supporting both the mediation and moderation effects of marketing capability and marketing resources on the EO-performance relationship (moderated mediation model) suggests that greater insight into how EO influences small service firm performance can be achieved through considering in combination with other firm-level constructs (marketing capability and marketing resources in this study). Originality/value It addresses the call by prior studies to link the EO construct to theory by embedding marketing resources and marketing capabilities in the EO-performance relationship. Importantly, by accounting for both mediation and moderation effects the authors provide a more complete picture of the EO-performance relationship that highlights the mediating role of marketing capability and the moderating role of marketing resources. This approach helps to reconcile the critical but separate directions proposed by prior studies in advancing the EO-performance relationship.

scholarly journals Entrepreneurial orientation, marketing capability, dan firm performance: Literature review

2019 ◽  
Author(s):  
Shirley
Keyword(s):  
Firm Performance ◽  
Literature Review ◽  
Entrepreneurial Orientation ◽  
Marketing Capability ◽  
Performance Literature

Artikel ini merupakan studi literature bertujuan untuk mengekplorasi perilaku perusahaan dengan mengidentifikasi hubungan antara entrepreneurial orientation, marketing capability, dan firm performance. Analisis dibagi dalam dua tahap. Tahap pertama membahas definisi masing-masing konsep variabel. Tahap kedua membahas keterkaitan antar variabel tersebut.

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