دانلود رایگان مقاله نقش جهت گیری بازار استراتژی بازاریابی قدرت سازمانی

abstract

This study extends original insights of resource-advantage theory (Hunt & Morgan, 1995) to a specific analysis of the moderators of the capabilities–performance relationship such as market orientation, marketing strategy and organisational power. Using established measures and a representative sample of UK firms drawn from Verhoef and Leeflang's data (2009), our study tests new hypotheses to explain how different types of marketing capabilities contribute to firm performance. The application of resource-advantage theory advances theorising on both marketing and organisational antecedents of firm performance and the causal mechanisms by which competitive advantage is generated.

5. Discussion

In light of the results reported in the previous section significant moderating effects of market orientation, marketing strategy and organisational power should be kept into consideration in explaining how marketing capabilities contribute to firm performance (Morgan et al., 2009). Creativity is an important trigger of innovation and consequently contributes with a direct effect to firm performance Fleming, Mingo, and Chen (2007). Not surprisingly, our result shows that creativity contributes to the firm performance under general conditions. However, in terms of interactions effects, creativity appears relevant only to firms pursuing a differentiation strategy and is linked to performance with respect to internal objectives. Despite the considerable appeal of a creative organisation and associated high performance work practises, managers need to take a cautious approach to the long-term development of creativity in light of organisational characteristics, industry context, competitive position and strategy.