Marketing capabilities: Antecedents and implications for B2B SME performance

The study provides a new perspective on SME marketing strategies in the B2B context. Using a resource-based view of the firm, the study develops a structural model linking marketing capabilities and marketing performance. A study of 367 SME Australian firms reveals that two key marketing capabilities, namely branding and innovation, have major performance outcomes in the SME B2B context. This is the first SME study to evaluate concurrently the contribution of innovation and branding marketing capabilities, with innovation capability the strongest determinant of SME performance. The study also finds market orientation and management capability act as enabling mechanisms for building marketing capabilities. Disaggregation tests indicate that the same findings apply to three size categories denoting micro firms (less than 20 staff), small firms (20-99 staff) and medium-sized firms (100-499 staff).     

In Search of Innovation and Customer‐related Performance Superiority: The Role of Market Orientation,Marketing Capability,and Innovation Capability Interactions

Understanding the mechanisms through which firms realize the value of their market‐based knowledge resources such as market orientation is a central interest of innovation scholars and practitioners. The current study contends that realizing the performance impact of market orientation depends on know‐how deployment processes and their complementarities in functional areas such as marketing and innovation that co‐align with market orientation. More specifically, this study addresses two research questions: (1) to what extent can market orientation be transformed into customer‐ and innovation‐related performance outcomes via marketing and innovation capabilities; and (2) does the complementarity between marketing capability and innovation capability enhance customer‐ and innovation‐related performance outcomes? Drawing upon the resource‐based view and capability theory of the firm, a model is developed that integrates market orientation, marketing capability, innovation capability, and customer‐ and innovation‐related performance. The validity of the model is tested based on a sample of 163 manufacturing and services firms. In answer to the first research question, the findings show that market orientation significantly contributes to customer‐ and innovation‐related performance outcomes via marketing and innovation capabilities. This finding is important in that market‐based knowledge resources should be configured with the deployment of marketing and innovation capabilities to ensure better performance. In answer to the second research question, the findings indicate that market orientation works through the complementarity between marketing and innovation capabilities to influence customer‐related performance but not innovation‐related performance. Managers are advised to have a balanced approach to managing the deployment of capabilities. If they seek to achieve superiority in customer‐related performance, marketing capability, innovation capability, and their complementarity are essential for attracting, satisfying, building relationships with, and retaining customers. On the other hand, this complementarity would be considerably less important if firms placed greater emphasis on achieving superiority in innovation‐related performance. In contrast to many existing studies, this study is the first to model the roles of both innovation capability and marketing capability in mediating the relationship between market orientation and specific performance outcomes (i.e., innovation‐ and customer‐related outcomes).     

Winning through innovation and marketing: Lessons from Australia and Vietnam

We examine the role of innovation and marketing, two functional capabilities that have the capacity to play a major role in creating superior marketplace performance in firms. Our study of the two capabilities and firms' marketplace performance also takes into account the contribution of entrepreneurial orientation (EO) and market orientation (MO) to our focal functional capabilities and marketplace performance. The results of a study of firms in Australia and Vietnam show innovation capability, marketing capability mediate the effects of the firm's MO on its marketplace performance. The results also show that the interaction of innovation and marketing capabilities significantly influences firms' marketplace performance more than they do individually. Finally, our results show that MO partially mediates the relationship between EO and innovation and marketing capabilities.     

The fit between market learning and organizational capabilities for management innovation

This paper examines how market learning (both explorative and exploitative) interacts with organizational capabilities (technological capabilities and marketing capabilities) to affect management innovation. Drawing upon data from a sample of 272 firms each of which contributed two key informants to the study (resulting in a total of 544 respondents), we find that both exploratory and exploitative market learning have a positive effect on management innovation. The effects of exploratory and exploitative market learning on management innovation are contingent on technological and marketing capabilities. Specifically, technological capabilities enhance the positive effect of exploratory market learning and weaken the positive effect of exploitative market learning on management innovation. Marketing capabilities enhance the positive effect of exploitative market learning and weaken the positive effect of exploratory market learning on management innovation. This study contributes to the literature by integrating organizational learning theory with the absorptive capacity perspective to explain management innovation.     

The influence of firms' technological capabilities on export performance in supplier-dominated industries: the case of ceramic tiles firms

In this paper, we study the effects that firms' technological capabilities, as an expression of their technological innovation strategy, have on their international competitiveness. In doing so, we draw on export and international trade literature to justify the influence that the firms' technological activity has on their export performance. In addition, we use concepts derived from the literature on technological innovation to identify different capabilities that the firms may develop to manage their innovation process, i.e., those related to investment, production and co-operation. These constitute the basis of our hypothesis, in which the technological innovation capabilities identified are related to firms' export performance. Empirical work is carried out on a sample of 88 Spanish exporting firms belonging to the ceramic tiles industry, which is characterized as being a supplier-dominated industry. Data were mainly gathered through a postal survey directed at firm managers. Our findings show that technological innovation capabilities have a positive impact on export performance. Specifically, results show that investment in internal non-R&D innovative activities, such as engineering design and pre-production, exerts a positive influence on export performance. However, neither investment in R&D nor investment in external acquisition of technology exerts any influence on export performance. In addition, our findings show that production capabilities have a positive effect linked to both improvement and imitation of products and processes. Regarding co-operation, export performance is related to capabilities that derive from co-operation with universities and research institutes rather than co-operation with other companies.     

Dynamic capabilities for service innovation: conceptualization and measurement

Although the development of new services is becoming a major concern for firms throughout the entire economy, there is only little insight in the organizational antecedents of service innovation. It is widely acknowledged that engaging in R&D is relatively uncommon for service providers, but there are also indications that the R&D concept is poorly applicable to service innovation in the first place. Therefore, attention is shifting toward the actual capabilities that allow a firm to source ideas and convert them into marketable service propositions. This paper provides the operationalization of a set of dynamic service innovation capabilities (DSICs) that is general enough to be relevant across different sectoral contexts. While the selected framework is found to consolidate earlier works on the specificities of service innovation, it also captures broad insights on the evolutionary properties of the creation of novel solutions. Thereby, it exemplifies how DSICs can be conceptualized according to the so‐called synthesis approach to service innovation. We operationalize a refined version of such DSICs and develop a measurement scale, using two multi‐industry subsamples from a dataset of 391 Dutch firms. The measured capabilities are found to correlate to different extents with performance measures. Our main contribution, a validated scale for five complementary DSICs, opens the way to comparative analyses regarding firm abilities for creating innovative services.     

Capabilities development and deployment activities in born global B-to-B firms for early entry into international markets

This paper sets out to understand how entrepreneurial founders of born global firms acquire, transform and deploy new knowledge resources for early internationalization. Adopting a dynamic capabilities view and using a sample of high-tech B-to-B firms, we report that the new firm's early entry into international markets is executed through three transitionary phases. Founders transform the operational capabilities they endow to the firm, develop dynamic capabilities for use in opportunity exploitation, and deploy these to develop knowledge-intensive products that they take to chosen niche markets. The paper contributes to the B-to-B global marketing literature by uniting it with born global and INV internationalization research, and elucidating the three phases through which founders manage early internationalization. The roles played by entrepreneurial founders and particular capabilities are discussed.     

Entrepreneurial orientation, exploitative and explorative capabilities, and performance outcomes in export markets: A resource-based approach

Innovation is critical to the growth and success of a firm. In an attempt to renew themselves and compete effectively in the global marketplace, firms must possess both technical and non-technical capabilities. Yet, the extant literature has mainly focused on technology and product development capabilities, disregarding other possible capability domains. This study investigates the role of market-related exploitative and explorative capabilities, together with product development ones, in the context of exporting. Drawing on the resource-based and organization learning theories, we examine the internal process through which entrepreneurial orientation influences performance in export markets and develop a model of entrepreneurial orientation-exploitative and explorative capabilities-advantage-performance relationships. The results indicate that entrepreneurial orientation is a precursor of exploitative and explorative product development and overseas market-related capabilities. The findings also suggest that product development explorative capabilities and overseas market-related exploitative capabilities have a positive effect on new product differentiation, which in turn enhances market effectiveness. Implications for scholars and practitioners are discussed along with suggestions for future research.     

Exploring the characteristics of the market-driven firms and antecedents to sustained competitive advantage

During the last few decades, identifying and examining the characteristics of market-driven firms have been a dominant theme in strategic marketing research. It has been argued that market-driven firms are superior in their market sensing and customer linking capabilities, enabling market-driven firms to outperform their competitors. This paper reports the findings of a study that examines the role market-focused learning capability and marketing capability in innovation-based competitive strategy on sustainable competitive advantage. The findings indicate that entrepreneurship is an important factor in sustained competitive advantage (SCA) and while market-focused learning capability leads to higher degrees of innovation, marketing capability enables SCA.     

Customer collaboration,service firms' diversification and innovation performance

To sustain competitive advantage, service firms must adapt to the market environment, often by means of diversification and innovation. While extensive research has focussed on the role of customer collaboration in service firm innovation performance, fewer studies have examined the role of firm diversification in this relationship. This study draws on the resource-based view and dynamic capability literature to explore relationships between customer collaboration, diversification and innovation performance of service firms. A conceptual framework was developed and tested using a survey of 156 mining equipment, technology and services (METS) firms in South Australia, and case studies. The findings indicate that service and market diversification mediate the relationship between customer collaboration and innovation performance. Importantly, our findings demonstrate that customer collaboration has no direct effect on the innovation performance of service firms. The research helps practitioners and policymakers to understand the importance of enhancing collaboration across supply chains to build diversified and resilient to downturns in traditional sectors service economies.     

Towards a model of dynamic capabilities in innovation-based competitive strategy: Insights from project-oriented service firms

With the growing significance of services in most developed economies, there is an increased interest in the role of service innovation in service firm competitive strategy. Despite growing literature on service innovation, it remains fragmented reflecting the need for a model that captures key antecedents driving the service innovation-based competitive advantage process. Building on extant literature and using thirteen in-depth interviews with CEOs of project-oriented service firms, this paper presents a model of innovation-based competitive advantage. The emergent model suggests that entrepreneurial service firms pursuing innovation carefully select and use dynamic capabilities that enable them to achieve greater innovation and sustained competitive advantage. Our findings indicate that firms purposefully use create, extend and modify processes to build and nurture key dynamic capabilities. The paper presents a set of theoretical propositions to guide future research. Implications for theory and practice are discussed. Finally, directions for future research are outlined.     

Does international research and development increase patent output? An analysis of Japanese pharmaceutical firms

Internationalizing research and development is often advocated as a strategy for fostering the development of technological capabilities. Although firms conduct international R&D to tap into knowledge bases that reside in foreign countries, we argue that in order to benefit from international R&D investments firms must already possess research capabilities in underlying or complementary technologies. We examine the international R&D expansion activities, research capabilities, and patent output of 65 Japanese pharmaceutical firms from 1980 to 1991. We find that firms benefit from international R&D only when they possess existing research capabilities in the underlying technologies. In addition to refining our understanding of when international R&D enhances firm innovation, our results integrate asset‐seeking and asset‐based theories of foreign direct investment. Internationalizing R&D to tap into foreign knowledge bases is consistent with asset‐seeking theories of foreign direct investment, while the contingent nature by which firms benefit from international R&D is consistent with asset‐based theories of foreign direct investment and the notion of absorptive capacity. Copyright © 2004 John Wiley & Sons, Ltd.     

Making Up Is Hard to Do: Knowledge Acquisition Strategies and the Nature of New Product Innovation

Innovation creates significant challenges for firms in high‐technology industries. This article examines how the use of external knowledge acquired from mergers and acquisitions (M&As) and joint ventures (JVs) influence the nature of innovative competence in the global pharmaceutical industry. We create a unique database on never‐before approved products that measure the scientific merit of new, exploratory product innovations, ranging from radical to incremental. We then follow their market success by recording the number of new exploitative product innovations that stem from these product innovations and that are later approved and subsequently marketed. Using a large data set spanning a 15‐year period, we find that firms were able to “make up” for their lack of exploitation or exploration innovative capabilities through the use of M&As and JVs. These external knowledge acquisition strategies were found to overcome internal processes that otherwise could cause firms to overemphasize exploitation over exploration and vice versa. Our findings suggest that acquiring external knowledge via M&As is associated with diminished exploratory product innovation, while assimilating external knowledge sourced from JVs is associated with a reduction in new exploitative product innovation.     

The globalization strategies of business-to-business born global firms in the wireless technology industry

This paper discusses the globalization process of business-to-business born globals in a rapidly growing industry, the wireless technology industry. Deviations in these patterns in regards to the mainstream pattern of internationalization and earlier born global literature are discussed. Furthermore, the roles of the founders and managers, the networks, the financial resources of the companies, and the innovations behind the companies under consideration are analyzed. A conceptual framework and propositions explaining the product, operation and market strategies of born globals are developed. The results suggest that born globals in the wireless sector do in fact deviate from the traditional internationalization process in many areas. Their expansion even to distant markets is rapid and they apply advanced product strategies at an early stage. However, their business operations are found to proceed at a more conventional pace and the notable difference from traditional firms is the rapid establishment of sales and marketing subsidiaries. Results emphasize the key role of the resources and capabilities of born globals in influencing the advancement of product categories, operation strategies, and global market presence. Born global firms were found to lack the resources and capabilities accumulated by traditionally internationalizing firms, and they therefore need to acquire them either through the earlier experience of the founding team, which should be complementary in nature, or from external domestic and international network actors.     

Variety in the innovation process of UK research and development service firms

Research and development service firms (RDSFs) are a particular type of technology-based knowledge-intensive business services (KIBS). RDSFs provide clients with R&D services on a contract basis, and operate as knowledge intermediaries linking research and market. They are innovative in their own right, as well as supporting innovation efforts by their clients; they rely on their own innovation efforts to be competitive and to develop new value propositions for their clients. The present paper explores the innovation process in RDSFs, drawing on semi-structured interviews with founders and senior managers of 32 companies in the United Kingdom. Our findings suggest that RDSFs vary considerably in terms of their primary innovation drivers (i.e. whether they are mainly driven by market demands or by technological opportunities) and the outcomes they pursue (i.e. whether their outputs are mainly services to clients or a mixture of services and products and/or intellectual property). Four major orientations of RDSFs were identified: (i) technology-based innovation exploiters; (ii) science-focused innovation explorers; (iii) client-driven innovation integrators; and (iv) open innovation translators. This variety among firms normally belonging to the same, small subsector of KIBS, suggests the need for caution in generalising about behaviour in terms of such statistical groupings.     

The Impact of Customer Involvement on New Product Development: Contingent and Substitutive Effects

More and more companies are actively involving their customers in the new product development (NPD) process. However, there is little consensus regarding the contribution of customer involvement to new product outcomes. A better understanding of this contribution can shed light on whether and when it is worthwhile to involve customers and thus provide firms better guidelines for making such decisions. This study examines the effects of two forms of customer involvement on new product outcomes: the traditional form of customer involvement as an information source (CIS) and the more active form of customer involvement as co‐developers (CIC). The authors offer a better understanding of whether customer involvement can lead to successful innovation by (1) identifying conditions that impact the effects of CIS and CIC on NPD outcomes, (2) contrasting the conditional effects of CIS and CIC to understand how they influence NPD outcomes differently, and (3) examining the potential substitutive relationship between CIS and CIC to understand their joint effects in improving innovation. They find that an experimental NPD approach that emphasizes trial and error learning moderates the relationship between customer involvement and new product outcomes. Specifically, the results reveal contrasting contingent effects of CIS and CIC: CIS is more beneficial for new product outcomes when firms take a more experimental NPD approach, whereas the effect of CIC is stronger when the NPD process is characterized with lower experimentation. CIS and CIC also substitute for each other in their contribution to new product outcomes. These findings suggest that each of the two forms of customer involvement has its unique advantages and is suitable for different conditions. When considering the adoption of CIC, firms should take into account their learning approaches as well as the effectiveness of CIS in the NPD process.     

Can me‐too products prevail? Performance of new product development and sources of idea generation in China – an emerging market

New products developed in emerging markets such as China, India and Brazil are not only sold locally but also ‘exported’ globally, suggesting a changing landscape for global innovation. Existing literature in technology learning and capability accumulation has long held the claim that, for a certain period of time in their development, firms in latecomer countries rely on their counterparts in developed countries to get new product ideas. However, existing research in this area is generally based on case studies and historical analyses; there are few empirical studies exploring the performance consequence of learning from competitors abroad. Using large‐scale, nationwide survey data from China, we explore specifically whether learning about new product ideas from leading firms in foreign countries will lead to higher performance outcomes than other sources (i.e. domestic competitors, customers, universities or internal departments) in an emerging market. Our findings suggest that Chinese firms that source new product ideas from leading firms in foreign countries achieve overwhelmingly superior performance along financial, customer and technological dimensions. Implications to the managers and policy makers are also discussed.     

The contribution of external service inputs to the product development efforts of small manufacturing firms

This paper examines the contribution of external inputs to the innovation performance of small manufacturing firms (SMFs) in New York State. Survey data from a 4-sector sample of SMFs is presented. Particular attention is given to recent patterns of external spending on technological, management, and information services. The results suggest that innovation performance is enhanced by external sources of scientific, technical, and professional support. SMFs with well developed internal technical skills are found to exhibit above average spending on external help. Elaborate patterns of external knowledge acquisition are found to be particularly prevalent among innovative firms that derive a substantial proportion of their current sales from new or significantly improved products. The empirical results are compared with the findings reported by other North American and European studies. The paper concludes with a discussion of the implication of the survey results for regional development agencies and R&D managers.     

Market Orientation and R&D Effectiveness in High‐Technology Firms: An Empirical Investigation in the Biotechnology Industry*

There seems to be lack of consensus among informed scholars about the importance a of market orientation for high‐technology firms. This paper gives a comprehensive review of existing empirical studies on the relationship between market orientation and innovation performance and pinpoints two limitations in this research stream that might be at the origin of such controversy. First, extant research often overlooked key innovation outcomes for high‐technology firms, such as those related to research and development (R&D) performance. Second, organizational conditions that can ensure an optimal integration of market knowledge in the innovation process have been less analyzed in the case of these firms. Against this background, the present study contributes to the literature by providing a test of the effect of market orientation on R&D effectiveness and the moderating role of knowledge integration in this relationship, using a sample of Italian biotechnology firms. The study's objectives are addressed in two steps. The first one consists of an in‐depth qualitative study based on semistructured interviews in five biotechnology firms. The second step consists of a follow‐up survey of 50 biotechnology firms. Results from hierarchical multiple regression analysis show that the different dimensions of a market orientation have diverse effects on R&D effectiveness of high‐technology firms: whereas interfunctional coordination has a positive main effect, the effect of customer orientation is moderated by knowledge integration, and competitor orientation has no effect on R&D effectiveness. Post hoc analyses also show two additional results involving a broader set of dependent variables. First, R&D effectiveness mediates the effects of customer orientation and interfunctional coordination on organizational performance. Second, market orientation does not appear to significantly affect R&D efficiency. The present study contributes to current literature in two main respects. First, it adds to previous work on market orientation and innovation by proposing a new dependent variable—R&D effectiveness—which offers a better perspective to understand the impact of market orientation on innovation performance in high‐technology contexts. Second, while part of the current debate on the role of market orientation in high‐tech markets seems to be polarized by positions that sustain its potential drawbacks or, on the contrary, its advantages, this study's findings on the moderating role of knowledge integration shed light on important contingency factors, such as organizational capabilities. The authors discuss the study's limitations and provide directions for future research.     

Location choices under strategic interactions

We explore a fundamental aspect of firms' location choices largely overlooked in the literature: strategic interaction. We formalize the notion that strategic interaction renders collocation less appealing by fostering competition, which erodes firms' profits. Strategic interaction also impacts location choices across time. Specifically, because firms learn by doing in markets, location choices are shaped by two novel effects: entrenchment benefits from entering early in a market and improving capabilities relative to rivals, and opportunity costs from postponing entry to other markets where rivals enter and learn. When learning is local, firms collocate more: rivals are preempted from improving relative capabilities in higher‐value markets. However, when learning is global, firms collocate less: they can transfer capabilities from lower‐value to higher‐value markets, blocking rivals from achieving entrenchment benefits. Copyright © 2013 John Wiley & Sons, Ltd.