مقایسه تاثیرات قابلیت های بازاریابی مختلف: شواهد تجربی از شرکت های B2B در چین
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مقایسه تاثیرات قابلیت های بازاریابی مختلف: شواهد تجربی از شرکت های B2B در چین

عنوان فارسی مقاله: مقایسه تاثیرات قابلیت های بازاریابی مختلف: شواهد تجربی از شرکت های B2B در چین
عنوان انگلیسی مقاله: Comparing the impact of different marketing capabilities: Empirical evidence from B2B firms in China
مجله/کنفرانس: مجله تحقیقات تجاری – Journal of Business Research
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: بازاریابی، مدیریت کسب و کار، مدیریت عملکرد
کلمات کلیدی فارسی: قابلیت های بازاریابی انطباقی، قابلیت های بازاریابی پویا، آشفتگی محیطی، عملکرد شرکت، قابلیت های بازاریابی استاتیک
کلمات کلیدی انگلیسی: Adaptive marketing capabilities, Dynamic marketing capabilities, Environmental turbulence, Firm performance, Static marketing capabilities
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.jbusres.2018.04.010
دانشگاه: Huaqiao University – Quanzhou – PR China
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2018
ایمپکت فاکتور: 2.669 در سال 2017
شاخص H_index: 144 در سال 2019
شاخص SJR: 1.260 در سال 2017
شناسه ISSN: 0148-2963
شاخص Quartile (چارک): Q1 در سال 2017
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 11
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
کد محصول: E8353
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- Theoretical background and hypothesis development


3- Study 1: adaptive marketing capabilities scale development


4- Study 2: comparing the effects of different marketing capabilities


5- Discussion


References

نمونه متن انگلیسی مقاله

Abstract


This research compares three key types of marketing capabilities (static, dynamic, and adaptive capabilities) with one another to examine empirically the relative contribution of each capability type to firm performance under different market conditions. Through two empirical studies with business-to-business managers, this study first develops a scale of adaptive marketing capabilities and then investigates the relationships between all three types of marketing capabilities and firm performance. The results show that adaptive marketing capabilities have the greatest impact on market performance. In addition, while environmental turbulence obliterates the contribution of static marketing capabilities (turning the effect negative), it actually strengthens the relationship between adaptive marketing capabilities and firm performance. Finally, dynamic marketing capabilities have a similar impact under low and high environmental turbulence, suggesting the instability in today's marketplace even within relatively “stable” markets. Together, the insights from this research underscore the importance of differentiating among the three types of marketing capabilities and building a firm's capabilities portfolio depending on firm and market conditions.


Introduction


Since the late 1980s, strategic issues related to the resource-based view and enterprise capabilities have attracted increasing attention in the marketing strategy literature (Day, 1994, 2011, 2014; Gulati, 2010). Previous research consistently suggests that marketing capabilities can enhance firms' ability to effectively configure and deploy resources, help build a sustainable competitive advantage, and contribute to firms' revenue and profit growth in the long run (Day, 1994, 2011, 2014; Fang & Zou, 2009; Kotabe, Srinivasan, & Aulakh, 2002; Morgan, Slotegraaf, & Vorhies, 2009; Wang, Klein, & Jiang, 2007; Wiles, Morgan, & Rego, 2012). Consequently, determining which marketing capabilities to develop and how to foster these capabilities has become an increasingly important issue in increasingly competitive marketplaces. To answer the question of which marketing capabilities to build, Day (2011) identified three types of marketing capabilities: (1) static marketing capabilities (static MC), or the capabilities of using internal resources to satisfy market demand; (2) dynamic marketing capabilities (dynamic MC), or the capabilities of adjusting own marketing capabilities to the changing market environment; and (3) adaptive marketing capabilities (adaptive MC), or the capabilities of engaging in vigilant market learning, adaptive market experimentation, and open marketing through relationships forged with partners. Although Day (2011) recognized the importance of each of these capabilities, limited empirical research has established the true performance impact of each, especially with regard to adaptive MC. That is, little is known about the relative contribution of the three types of marketing capabilities to firm performance. Moreover, the boundary conditions under which one type of marketing capability may be more important than another remain unclear.

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