Suchergebnisse

Purpose
This paper aims to introduce dynamic marketing capability (DMC) as a construct relevant for business research and business practice, and to test its validity in relation to company product innovations and company agility.


Design/methodology/approach
This study tests a hypothesized model using partial least squares structural equation modeling on data from a survey conducted with 155 companies based in Poland.


Findings
This study provides evidence that DMC facilitates company innovations in terms of their speed and market success. Thus, DMC complements other organizational capabilities that were previously found effective for new product development (NPD) with regard to intra- and inter-organizational processes. However, the influence of DMC on company innovation success is stronger in the case of companies that operate without the pressure to customize. Thus, this approach is more relevant for companies that provide standardized offerings and which target various customer segments, rather than companies that operate in customer niches or when their NPD processes are strongly orchestrated by their customers, e.g. in B2B sales within hierarchical supply chains.


Research limitations/implications
This study is limited by the cross-sectional empirical setting in that one country is used to test the research hypotheses. Further studies may focus on the combined effects of DMC and other important organizational capabilities, for example, flexible manufacturing, and may provide a detailed picture of DMC development by applying a longitudinal approach and case studies.


Practical implications
Generally, managers can use this research to rethink their corporate strategies. The study proposes a specific strategic approach to corporate innovativeness: companies may acquire meaningful market benefits through systematic reconfiguration of their marketing assets, combined with the introduction of new products. However, managers should analyze their business model and industrial setting to verify to what extent their companies operate in a context relevant for reconfiguring marketing resources. If the pressure for strong customization is high in the existing customer base, investing in DMC may not be relevant, as new offerings are rather customer tailored, i.e. designed by "big fish" buyers. On the other hand, many companies may leverage their innovations with DMC in both B2B and B2C settings, as long as they can provide standard solutions as their market offerings.


Originality/value
The study contributes to marketing theory in three ways. Firstly, the study conceptualizes DMC as a distinct dynamic capability aligned with dynamic capabilities view (from which DMC logically originates), and proposes how DMC is linked nomologically with company innovativeness and agility. Secondly, a measurement instrument for DMC and an empirical test for the model are both provided. Thirdly, the paper presents evidence that the link between DMC and product innovations becomes restricted in the presence of certain contingencies, specifically with regard to the so-called customization norm.

PurposeMarketing is the area of coexistence of various research traditions with regard to relational phenomena. This study aims to contribute to limiting the gap between these traditions by testing the influence of network partner knowledge and internal relationship quality on company performance and customer relationship quality.Design/methodology/approachThis is a research paper where hypotheses are derived from prior studies referring to relationship marketing, B2B networks and internal marketing. The hypotheses are tested by using a sample of 264 companies operating in B2B markets and by structural equation modeling.FindingsCustomer relationship quality is empirically supported here as a factor mediating influence of network partner knowledge and internal relationship quality on company performance. The proposition of this paper is that company ability to deal effectively with a network in which it is embedded (including internal network) is the antecedent of dealing with customer relationships effectively. The moderator effects of the dominant profile of business are also discussed.Research limitations/implicationsThe limitations of the research are presented with regard to the sampling method, research technique/scope and cultural context. The research results may be treated as a direction for further studies exploring connections between constructs from various approaches to relational phenomena in marketing.Practical implicationsThis study brings strategic insights into knowledge of business relationships, by investigating empirically whether the focal company may benefit from their external and internal relationships.Originality/valueTo the best of the author's knowledge, there has been no study examining the proposed set of inter‐related research constructs so far.

AbstractThe purpose of this study is to examine the current factors that influence the attitudes and intentions of experienced dual‐role consumers toward collaborative consumption (CC), an area that has received less attention in previous research. Based on a multi‐theoretical perspective, we propose a conceptual model that incorporates rational choice theory to explain consumers' beliefs. This model also integrates a sociocultural perspective and establishes a link between consumers' beliefs, their attitudes toward CC, and their intentions to participate in CC, by employing the Beliefs‐Attitudes‐Intentions framework. A study conducted on a sample of 501 individuals involved in CC as both providers and consumers found a significant and positive relationship between CC attitudes and intentions. In addition, the study found that age negatively influences this relationship, suggesting that the strength of the relationship varies depending on the age of the participants. The effect of risk of property damage, self‐utility, and eco‐utility on CC attitudes and intentions is significant. The relationship between trust and CC intention is fully mediated by CC attitude. However, consumer resistance to CC only has a positive direct effect on CC intention, but not on CC attitude. No evidence was found that perceived helpfulness of CC has an influence on attitudes toward CC and the desire to participate in CC. The results of this study suggest that for experienced individuals who both consume and provide in the CC context, the decision to continue to participate in CC can be considered a rational choice.

"Focusing on the issue of power as the main building block of relationships between business buyers and sellers, this book explains the complex nature of power with its multidimensional and multi-directional character. As a complex construct, inter-firm power is treated as a matter of perception as well as in terms of total and relative power. The book analyses extensively the issue of power asymmetry with its dynamics and its consequences for business-to-business (B2B) relationships, particularly analyzing the dynamic mechanism of power. Various theoretical domains or research streams regarding managing an asymmetrical business relationship by the weaker partner are also examined. Based on the studies of other scholars as well as on the authors' own research, this book shows how weaker suppliers or buyers deal with high-power partners in business relationships and the approaches of more powerful parties to asymmetrical relationship development. Additionally, the book presents the specific nature of power in international B2B relationships, including its connection to culture and conflict, as well as how to handle power in managing export performance within international B2B relationships. It is written for scholars and students who are interested in academic research concerning B2B marketing and B2B relationship marketing domains, specifically those who are interested in literature dealing with supply chain management, key account management, relationship portfolio management, distribution channel management and the network approach"--