دانلود رایگان مقاله لاتین استراتژی بازاریابی قدرت سازمانی از سایت الزویر
عنوان فارسی مقاله:
بازنگری رابطه بین قابلیت های بازاریابی و عملکرد شرکت: نقش مدرن جهت گیری بازار، استراتژی بازاریابی و قدرت سازمانی
عنوان انگلیسی مقاله:
Revisiting the relationship between marketing capabilities and firm performance: The moderating role of market orientation, marketing strategy and organisational power
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Analytical framework
2.1. Evaluation of R-A theory R-A theory, first proposed by Hunt and Morgan (1995), is an evolutionary economic theory of competition founded on a disequilibrium paradigm. According to Hunt (1997a, p. 425), ‘R-A theory tries to propose a unifying framework explaining how ‘neoclassical and evolutionary theories – rather than being mutually exclusive – can complement each other’. Dickson (1996), in spite of supporting the disequilibrium approach, criticises the lack of dynamism in R-A theory. This criticism has led to a reformulation of the endogenous process within R-A theory, focusing on the role of the learning organisation (Hunt, 1997a). However, based on a paradigm-level analysis, Deligönül and Çavuşgil (1997) challenge the epistemology of R-A theory and argue that it cannot be distinguished from the perfect competition paradigm. In a reply to these authors, Hunt and Morgan (1997) highlight the disequilibrium provoking behaviour of firms in the process of endogenous innovation in contrast to the neoclassical view of the economic system as equilibrium. Hunt (1997a, p. 429) defines R-A theory as: ‘an evolutionary, disequilibrium-provoking, process theory of competition, in which innovation and organisational learning are endogenous, firms and consumers have imperfect information, and in which entrepreneurship, institutions and public policy affect economic performance’. The particular advantage of R-A theory is its close applicability to marketing and its contributions to marketing theory. The three main tenets of R-A theory relevant to our study consists of: 1) the existence of heterogeneity in tastes and preferences amongst industries, as proposed by Chamberlin (1933) who also coined the term ‘product differentiation’; 2) the view that competition is a ‘process that focuses on marketplace positions of competitive advantage’ (Porter, 1985; Hunt, 1997a, p. 425); and 3) the conceptualisation of resources as both tangible and intangible (Morgan & Hunt, 1999). The heterogeneity of tastes and preferences affects the strategy of firms with respect to competitors. Therefore, differentiation is required for satisfying dynamically changing demand (Davcik & Sharma, 2015) by offering diverse value propositions to heterogeneous market segments (Hunt, 1997a). Resources should be shifted in such a way to produce superior performance with respect to the objectives of the firm and with respect to the firm's competitive position (Hunt & Morgan, 1996). Morgan and Hunt (1999, p. 283) identify different types of resources generated in marketing relationships: ‘financial, legal, physical, human, organisational, relational, and informational resources’. Despite the plethora of research on marketing capabilities (Moorman & Slotegraaf, 1999; Vorhies & Morgan, 2005; Bruni & Verona, 2009; Morgan, Vorhies, & Mason, 2009; Day, 2011), there is little agreement on what to consider as marketing capabilities and how to measure them. Fundamentally, the research on marketing capabilities can be classified into two types: A) the ability to engage with advertising, pricing, product characteristics, distribution, communication, selling, planning and implement plans (Fahy et al., 2000; Morgan et al., 2009; Murray, Gao, & Kotabe, 2011; Smirnova, Naudé, Henneberg, Mouzas, & Kouchtch, 2011; Ngo & O'Cass, 2012); and B) accountability, the ability to connect with customer, innovativeness, collaboration and organisational power (Moorman & Rust, 1999; Rust et al., 2004; Verhoef et al., 2011).
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کلمات کلیدی:
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