:::

詳目顯示

回上一頁
題名:行銷動態能力發展機制之研究:學習觀點
作者:周家慧
作者(外文):Chia-Hui Chou
校院名稱:國立中興大學
系所名稱:企業管理學系
指導教授:方世榮
學位類別:博士
出版日期:2011
主題關鍵詞:行銷動態能力市場學習關係學習學習文化marketing dynamic capabilitiesmarket-based learningrelational learninglearning culture
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(0) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:48
本研究旨在發展行銷動態能力之概念與操作化方式,並探討增進行銷動態能力之學習機制與其所產生的效果。本研究認為,獲取新顧客與保留原有顧客對組織同樣重要;組織一方面要能提升營運效率,從現存市場獲取利益,另一方面尚須留意長期發展,否則一旦環境變化,組織將因缺乏調適能力而失敗。也就是說,組織須具備探索新市場與應用原有市場的能力。因此,本研究以行銷探索與行銷應用能力來定義行銷動態能力,並基於「學習機制-動態能力-績效」之模式建立研究架構。根據動態能力與演化經濟觀點,學習是動態能力的發展機制,因此本研究以兩種有助於行銷能力的學習活動,即市場學習與關係學習,作為促進行銷動態能力的機制。然而學習活動與動態能力間可能非直線關係。因此,本研究根據情境觀點,在架構中增加學習文化,作為學習機制與行銷動態能力間關係的干擾變數。
本研究實際調查台灣製造業廠商,有效樣本共164份。實證結果顯示,市場學習對行銷探索與行銷應用能力均有顯著的正向影響;關係學習對兩種能力的效果都不顯著,但是受到學習文化的增強。學習文化對兩種學習活動呈現不同的干擾效果;學習文化愈高,關係學習對於行銷探索能力的正向效果愈強,但市場學習對於行銷探索與行銷應用能力的影響反而較弱。此結果顯示,廠商雖主要依賴市場資訊來發展行銷動態能力,但當其具有較高的學習文化時,將不會僅依賴市場學習,而會同時注重其他的學習管道,以取得多樣化的知識,例如透過關係學習來取得夥伴廠商的異質性知識,或與夥伴共創新知識。此外,行銷探索能力顯著影響市場績效,行銷應用能力則對市場績效與財務績效均有顯著影響,但相較於行銷探索能力,其對市場績效的影響較弱,顯示廠商若要兼顧短期效率與長期市場發展,則行銷探索與行銷應用能力均不可忽視。最後,本研究提出理論與實務意涵,以及對未來研究的建議。
This dissertation aims to develop the operationalized definition of marketing dynamic capabilities, and to explore the mechanisms by which firms can enhance their marketing dynamic capabilities. Acquiring new customers is as important as retaning current customers for firms. Firms have to enhance their operating efficiency to obtain benefits from current markets while paying attention to long term development; otherwise they may be weeded out due to failing to adapt to the changing environment. Put differently, firms have to possess the capabilities to explore new markets as well as the ones to exploit the current markets. Therefore, this dissertation defines marketing dynamic capabilities as marketing exploration and marketing exploitation capabilities, and draws on the “learning mechanisms-dynamic capabilities-performance” framewoek to establish the research model. According to the dynamic capabilies perspective and the evolutionary economics, learning guides the evolution of dynamic capabilities. Thus, the roles of two learning mechanisms that may contribute to marketing capabilities are investigated; that is, market-based learning and relational learning. Besides, as the relationship between learning and dynamic capabilities may be not lenear, learning culture is incorporated to the framework as the moderator based on the contingency perspective.
The sample of this research is 164 manufacturing firms in Taiwan. Empirical results indicate that market-based learning positively influences both markering exploration and marketing exploitation capabilities. Relational learning has no significant effects on the two marketing dynamic capabilities. However, its effect on marketing exploration capability is enhanced by learning culture. Learning culture exhibits different moderating effects on the two learning activities. The stronger the learning culture, the stronger the effect of relational learning on marketing exploration. In contrast, the impacts of market-based learning on both marketing exploration and exploitation capabilities are weaker when learning culture is strong. These results demonstrate that though firms mainly rely on market information to develop marketing dynamic capabilities, they will also value other learning opportunities, such as relational learaning, to acquire knowledge if learning culture is strong. Marketing exploration capability significantly influences market performance. While marketing exploitation capability positively influences both the market performance and financial performance, its influence on market performance is not as strong as marketing exploration capability. This implies that to enhance short term efficiency while simultaneously securing long term development, marketing exploration and marketing exploitation capabilities are both important to firms and should not be ignored. Finally, implications of this research and suggestions for future research are offered.
Allred, C. R., Fawcett, S. E., Wallin, C., & Magnan, G. M. (2011). A dynamic collaboration capability as a source of competitive advantage. Decision Sciences, 42(1), 129–161.new window
Ambrosini, V., & Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, 11(1), 29–49.new window
Ambrosini, V., Bowman, C., & Collier, N. (2009). Dynamic capabilities: An exploration of how firms renew their resource base. British Journal of Management, 20, S9–S24.
Anderson, J. C. (1987). An approach for confirmatory measurement and structural equation modeling of organizational properties. Management Science, 33(4), 525–541.
Anderson, J. C., & Narus, J. A. (1990). A model of distributor firm and manufacturer firm working relationships. Journal of Marketing, 54(1), 42–58.new window
Argote, L. (1999). Organizational learning: Creating, retaining, and transferring knowledge. Norwell, MA: Kluwer.
Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.
Armario, J. M., Ruiz, D. M., & Armario, E. M. (2008). Market orientation and internationalization in small and medium-sized enterprises. Journal of Small Business Management, 46(4), 485–511.
Armstrong, J. S., & Overton, T. S. (1977). Estimating nonresponse bias in mail surveys. Journal of Marketing Research, 14(3), 396–402.
Arnold, T. J., Fang, E., & Palmatier, R. W. (2011). The effects of customer acquisition and retention orientations on a firm’s radical and incremental innovation performance. Journal of the Academy of Marketing Science, 39(2), 234–251.
Atuahene-Gima, K. (2005). Resolving the capability-rigidity paradox in new product innovation. Journal of Marketing, 69(4), 61–83.
Augier, M., & Teece, D. J. (2008). Strategy as evolution with design: The foundations of dynamic capabilities and the role of managers in the economic system. Organization Studies, 29, 1187–1208.
Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization Science, 20(2), 410–421.
Auh, S., & Menguc, B. (2005). Balancing exploration and exploitation: The moderating role of competitive intensity. Journal of Business Research, 58, 1652–1661.
Bagozzi, R. P., & Phillips, L. W. (1982). Representing and testing organizational theories: A holistic construal. Administrative Science Quarterly, 27 (September), 459–489.
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation for structural equation models. Journal of the Academy of Marketing Science, 16(1), 74–94.new window
Baker, W. E., & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Acdemy of Marketing Science, 27(4), 411–427.
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120.
Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Executive, 9(4), 49–61.
Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of Management, 36(1), 256–280.new window
Berry, L. L., & Parasuraman, A. (1991). Marketing services: Competing through quality. New York: The Free Press.
Berthon, P. L., Pitt, F., & Ewing, M. T. (2001). Corollaries of the collective: The influence of organizational culture and memory development on perceived decision-making context. Journal of the Academy of Marketing Science, 29(2), 135–151.
Bohn, D. (1965). The special theory of relativity. New York: W. A. Benjamin.
Bowman, C., & Ambrosini, V. (2003). How the resource-based and the dynamic capability views of the firm inform competitive and corporate level strategy. British Journal of Management, 14, 289–303.
Bruni, D. S., & Verona, G. (2009). Dynamic marketing capabilities in science-based firms: An exploratory investigation of the pharmaceutical industry. British Journal of Management, 20, S101–S117.
Cannon, J. P., & Perreault, W. D. Jr. (1999). Customer-supplier relationships in business markets. Journal of Marketing Research, 36 (November), 439–460.
Cassiman, B., & Veugelers, R. (2006). In search of complementarity in innovation strategy: Internal R&D and external knowledge acquisition. Management Science, 52, 68–82.
Cegarra-Navarro, J. G. (2007). Linking exploration with exploitation through relationship memory. Journal of Small Business Management, 45(3), 333–353.
Cepeda, G., & Vera, D. (2007). Dynamic capabilities and operational capabilities: A knowledge management perspective. Journal of Business Research, 60, 426–437.
Chandy, R. K., & Tellis G. J. (1998). Organizing for radical innovation: The overlooked role of willingness to cannibalize. Journal of Marketing Research, 35(11), 474–487.
Chen, H., Lee, P., & Lay, T. (2009). Drivers of dynamic learning and dynamic competitive capabilities in international strategic alliances. Journal of Business Research, 62, 1289–1295.
Cheung, M.-S., Myers, M. B., & Mentzer, J. T. (in press). The value of relational learning in global buyer-supplier exchanges: A dyadic perspective and test of the pie-sharing premise. Strategic Management Journal, doi: 10.1002/smj.926.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35 (March), 128–152.
Collis, D. J. (1994). Research note: How valuable are organizational capabilities? Strategic Management Journal, 15, 143–152.
Cooper, L. G. (2000). Strategic marketing planning for radically new products. Journal of Marketing, 64(1), 1–16new window
Cullen, J. B., Johnson, J. L., & Sakno, T. (1995). Japanese and local partner commitment to IJVs: Psychological consequenses and investments in the IJV relationship. Journal of International Business Studies, 26(1), 91–115.new window
Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ: Prentice-Hall, Inc.
Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23, 1095–1121.
Danneels, E. (2008). Organization antecedents of second order competences. Strategic Management Journal, 29, 519–543.
Dawes, J. (1999). The relationship between subjective and objective company performance measures in market orientation research: Further empirical evidence. Marketing Bulletin, 10, 65–75.
Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37–52.
Day, G. S. (2011). Closing the marketing capabilities gap. Journal of Marketing, 75(4), 183–195.
Day, G. S., & Wensley, R. (1988). Assessing advantage: A framework for diagnosing competitive superiority. Journal of Marketing, 52(2), 1–20.
De Luca, L. M., & Atuahene-Gima, K. (2007). Market knowledge dimensions and cross-functional collaboration: Examining the different routes to product innovation performance. Journal of Marketing, 71, 95–112.
Deshpande, R., Farley, J. U., & Webster, F. E. (1993). Corporate culture, customer orientation and innovativeness in Japanese firms: A quadrad analysis. Journal of Marketing, 57(1), 23–27.new window
Deshpande, R., & Webster, F. E. Jr. (1989). Organizational culture and marketing: Defining the research agenda. Journal of Marketing, 53(1), 3–15.new window
Dess, G.. G. (1987). Consensus on strategy formulation and organizational performance: Competitors in a fragmented industry. Strategic Management Journal, 8 (May/June), 259–277.
Dess, G. G., & Origer, N. K. (1987). Environment, structure, and consensus in strategy formulation: A conceptual Integration. Academy of Management Review, 12 (April), 313–330.
Dosi, G., Faillo, M., & Marengo, L. (2008). Organizational capabilities, patterns of knowledge accumulation and governance structures in business firms: An introduction. Organization Studies, 29(8/9), 1165–1185.
Drnevich, P. L., & Kriauciunas, A. P. (2011). Clarifying the conditions and limits of the contributions of ordinary and dynamic capabilities to relative firm performance. Strategic Management Journal, 32, 254–279.
Drucker, P. F. (1954). The practice of management. New York: Harper & Row.
Easterby-Smith, M., & Prieto, I. M. (2008). Dynamic capabilities and knowledge management: An integrative role for learning? British Journal of Management, 19, 235–249.
Eisenhardt, K., & Martin, J. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105–1121.
Emden, Z., Yaprak, A., & Cavusgil, S. T. (2005). Learning from experience in international alliances: Antecedents and firm performance implications. Journal of Business Research, 58(7), 883–892
Fang, E., & Zou, S. (2009). Antecedents and consequences of marketing dynamic capabilities in international joint ventures. Journal of International Business Studies, 40, 742–761.
Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administration Science Quarterly, 48, 94–118.
Fiol, C. M., & Lyles, M. A. (1985). Organizational learning. Academy of Management Review, 10 (October), 803–813.
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobserved variables and measurement error. Journal of Marketing Research, 18(1), 39–50.new window
Fugate, B. S., Mentzer, J. T., & Flint, D. J. (2008). The role of logistics in market orientation. Journal of Business Logistics, 29(2), 1–27.
Glicket, W. H., Huber, G. P., Miller, C. C., Doty, D. H., & Sutcliffe, K. M. (1990). Studying changes in organizational design and effectiveness: Retrospective event hostories and periodic assessments. Organization Science, 1(3), 293–312.new window
Goes, J. B., & Park, S. H. (1997). Interorganizational links and innovation: The case of hospital services. Academy of Management Journal, 40(3), 673–696.
Grandori, A. (2001). Cognitive failures and combinative governance. Journal of management and Governance, 5(3-4), 252–260.
Grönroos, C. (1990). Relationship approach to marketing in service context: The marketing and organizational behavior interface. Journal of Business Research, 20 (January), 3–11.
Gupta, A. K., Smith, K. G., & Shally, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693–706.
Hair, J. F., Black, B. W. C., Babin, J., Anderson, R. E., & Thatam, R. L. (2006). Multivariate data analysis (6th ed.). Upper Saddle River, New Jersey: Pearson Prentice-Hall.
Håkansson, H., & Snehota, I. J. (2000). The IMP perspective. In J. N. Sheth and A. Parvatiyar (Eds.), Handbook of relationship marketing (pp.69–93). Thousand Oaks, CA: Sage.
Hall, R. (1992). The strategic analysis of intangible resources. Strategic Management Journal, 13(2), 135–144.
Hamel, G. (1991). Competition for competence and inter-partner learning within international strategic alliances. Strategic Management Journal, 12, 83–103.
Hamel, G., & Prahalad, C. K. (1994). Compeing for the future. Boston: Harvard Business School press.
Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge? Harvard Business Review, 77(2), 106–116.
He, Z., & Wong, P. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481–494.
Helfat, C.E. (1997). Know-how and asset complementarity and dynamic capability accumulation: The case of R&D. Strategic Management Journal, 18, 339–360.
Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D. and Winter, S. (2007). Dynamic capabilities: Understanding strategic change in organizations. London: Blackwell.
Helfat, C. E., & Peteraf, M. (2003). The dynamic resourcebased view: Capability lifecycles. Strategic Management Journal, 24, 997–1010.
Holmqvist, M. (2003). A dynamic model of intra- and interorganizational learning. Organization Studies, 24(1), 95–123.new window
Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Sciences, 2(2), 88–115.
Huff, J. O., Huff, A. S., & Thomas, H. (1992). Strategic renewal and the interaction of cumulative stress and inertia. Strategic Management Journal 13 (special issue summer), 55–75.
Hult, G. T. M. (1998). Managing the international strategic sourcing function as a market-driven organizational learning system. Decision Sciences, 29(1), 191–214.new window
Hult, G. T. M. (in press). Toward a theory of the boundary-spanning marketing organization and insights from 31 organization theories. Journal of the Academy of Marketing Science, doi: 10.1007/s11747-011-0253-6.
Hult, G. T. M., Ketchen, D. J. Jr., & Slater, S. F. (2002). A longitudinal study of the learning climate and cycle time in supply chains. Journal of Business & Industrial Marketing, 17(4), 302–323.
Hult, G. T. M., Ketchen, D. J. Jr., & Slater, S. F. (2005). Market orientation and performance: An integration of disparate approaches. Strategic Management Journal, 26(12), 1173–1181.
Hung, R. Y. U., Yang, B., Lien, B. Y.-H., McLean, G. N., & Kuo, Y.-M. (2010). Dynamic capability: Impact of process alignment and organizational learning culture on performance. Journal of World Business, 45, 285–294.
Hunt, S. D., & Morgan, R. M. (1995). The comparative advantage theory of competition. Journal of Marketing, 59(2), 1–15.
Inkpen, A. C. (2000). Learning through joint ventures: A framework of knowledge acquisition. Journal of Management Studies, 37(7), 1019–1043.
Inkpen, A., & Currall, S. C. (2004). The coevolution of trust, control, and learning in joint ventures. Organization Science, 15(5), 586–599.
Jansen, J. J., Van den Bosch, F. A., & Volberda, H. W. (2005). Exploratory innovation, exploitative innovation, and ambidexterity: The impact of environmental and organizational antecedents. Schmalenbach Business Review, 57, 351–363.
Jarratt, D. J. (2008). Testing a theoretically constructed relationship management capability. European Journal of Marketing, 42(9/10), 1106–1132.
Jarratt, D. J., & Katsikeas, C. S. (2009). How does relationship management infrastructure influence performance? Journal of Marketing Management, 25(1–2), 51–74
Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53–70.
Johnson, J. L., & Sohi, R. S. (2003). The development of interfirm partnering competence: Platforms for learning, learning activities, and consequences of learning. Journal of Business Research, 56, 757–766.
Johnson, J. L., Sohi, R. S., & Grewal, R. (2004). The role of relational knowledge stores in interfirm partnering. Journal of Marketing, 68(3), 21–36.
Kale, P., & Singh, H. (2007). Building firm capabilities through learning: The role of the alliance learning process in alliance capability and firm-level alliance success. Strategic Management Journal, 28(10), 981–1000.
Kale, P., Singh, H., & Perlmutter, H. (2000). Learning and protection of proprietary assets in strategic alliances: Building relational capital. Strategic Management Journal, 21(3), 217–237.
Kandemira, D., & Hult, G. T. M. (2005). A conceptualization of an organizational learning culture in international joint ventures. Industrial Marketing Management, 34, 430–439.
Kanter, R. M. (1989). When giants learn to dance. New York: Touchstone.
Karim, S., & Mitchell, W. (2000). Path dependent and path-breaking change: Reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995. Strategic Management Journal, 21, 1061–1081.
Katila, R., & Ahuja, G. (2002). Something old, something new: A longitudinal study of search behavior and new-product introduction. Academy of Management Journal, 45,1183–1194.
Katkalo, V. S., Pitelis, C. N., & Teece, T. J. (2010). Introduction: On the nature and scope of dynamic capabilities. Industrial and Corporate Change, 19(4), 1271–1299.
Kerin, R. A., Mahajan, V., & Varadarajan, P. R. (1990). Contemporary perspectives on strategic market planning. Needham Heights, MA: Allyn and Bacon.
Ketchen, D. J. Jr., Hult, G. T. M., & Slater, S. F. (2007). Toward greater understanding of market orientation and the resource-based view. Strategic Management Journal, 28, 961–964.
Ketchen, D. J. Jr., & Hult, G. T. M. (in press). Marketing and organization theory: Opportunities for synergy. Journal of the Academy of Marketing Science, doi: 10.1007/s11747-011-0259-0.
Kim, N., & Atuahene-Gima, K. (2010). Using exploratory and exploitative market learning for new product development. Journal of Product and Innovation Management, 27, 519–536.
Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities and the replication of technology. Organization Science, 3(3), 383–397.
Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18.
Kohli, A. K., Jaworski, B. J., & Kumar, A. (1993). MARKOR: A measure of market orientation. Journal of Marketing Research, 30(4), 467–477.
Krasnikov, A., & Jayachandran, S. (2008). The relative impact of marketing, research-and-development, and operations capabilities on firm performance. Journal of Marketing, 72(4), 1–11.
Krishnan, R., Martin, X., & Noorderhaven, N. G. (2006). When does trust matter to alliance performance? Academy of Management Journal, 49(5), 894–917.
Kyriakopoulosa, K., & Moorman, C. (2004). Tradeoffs in marketing exploitation and exploration strategies: The overlooked role of market orientation. International Journal of Research in Marketing, 21, 219–240.
Lambe, C. J., Spekman, R. E., & Hunt, S.D. (2002). Alliance competence, resources, and alliance success: Conceptualization, measurement, and initial test. Journal of the Academy of Marketing Science, 30(2), 141−158.
Lane, P. J., & Lubatkin, M. (1998). Relative absorptive capacity and international learning. Strategic Management Journal, 19(5), 461−477.
Lee, S., Courtney, J. F., & O’Keefe, R. M. (1992). A system for organizational learning using cognitive maps. OMEGA International Journal of Management Science, 20 (Spring), 23–36.
Lee, C., Lee, K., & Pennings, J. M. (2001). Internal capabilities, external networks, and performance: A study on technology-based ventures. Strategic Management Journal, 22, 615–640.
Lei, D. T. (1997). Competence-building technology fusion and competitive advantage: The key roles of organizational learning and strategic alliance. International Journal of Technology Management, 14(2/3/4), 208–237.
Levinthal, D. A., & March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14, 95–112.
Levinthal, D. A., & Myatt, J. (1994). Co-evolution of capabilities and industry: The evolution of mutual fund processing. Strategic Management Journal, 15 (winter special issue), 45–62.
Levitt, B., & March, J. G. (1988). Organizational learning. Annual Review of Sociology, 14, 319–340.
Lewin, A. Y., Long, C. P., & Carroll, T. N. (1999). The coevolution of new organizational forms. Organization Science, 10(5), 535–550.
Li, L.-Y. (2006). Relationship learning at trade shows: Its antecedents and consequences. Industrial Marketing Management, 35, 166–177.
Liao, J., Kickul, J. R., & Ma, H. (2009). Organizational dynamic capability and innovation: An empirical examination of internet firms. Journal of Small Business Management, 47(3), 226–286.
Lichtenthaler, U., & Lichtenthaler, E. (2009). A capability-based framework for open innovation: Complementing absorptive capability. Journal of Management Studies, 46(8), 1315–1338.
Lu, Y., Zhou, L., Bruton, G., & Li, W. (2010). Capabilities as a mediator linking resources and the international performance of entrepreneurial firms in an emerging economy. Journal of International Business Studies, 41, 419–436.
Lui, S. S. (2009). The roles of competence trust, formal contract, and time horizon in interorganizational learning. Organization Studies, 30(4), 333–353.
Lukas. B. A., Hult, G. T. M., & Ferrell, O. C. (1996). A theoretical perspective of the antecedents and consequences of organizational learning in marketing channels. Journal of Business Research, 36, 233–244.
MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115–134.
Mahoney, T. A. (1988). Productivity defined: The relativity of efficiency, effectiveness, and change. In J. P Campbell et al. (Eds.), Productivity in organizations: New perspectives from industrial and organizational psychology (pp.230–261). San Francisco: Jossey- Bass.
Malik, O. R., & Kotabe, M. (2009). Dynamic capabilities, government policies, and performance in firms from emerging economies: Evidence from India and Pakistan. Journal of Management Studies, 46(3), 421–450.
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.new window
Marcus, A. A., & Anderson, M. H. (2006). A general dynamic capability: Does it propagate business and social competencies in the retail food industry? Journal of Management Studies, 43(1), 19–46.new window
Marsh, S. J., & Stock, G. N. (2006). Creating dynamic capability: The role of intertemporal integration, knowledge retention, and interpretation. Journal of Product and Innovation Management, 23, 422–436.
Maruyama, G. M. (1998). Basics of structural equation modeling. Thousand Oaks, CA: Sage Publications.
McEvily, B., & Marcus, A. (2005). Embedded ties and the acquisition of competitive capabilities. Strategic Management Journal, 26, 1033–1055.
Menguc, B., & Auh, S. (2006). Creating a firm-level dynamic capability through capitalizing on market orientation and innovativeness. Journal of the Academy of Marketing Science, 34, 63–73.
Miller, K. D., Zhao, M., & Calantone, R. (2006). Adding interpersonal learning and tacit knowledge to March’s exploration-exploitation model. Academy of Management Journal, 49(4), 709–722.
Min, S., Mentzer, J. T., & Ladd, R. T. (2007). A market orientation in supply chain management. Journal of the Academy ofMarketing Science, 35(4), 507–522.
Moorman, C. (1995). Organizational market information processes: Cultural antecedents and new product outcomes. Journal of Marketing Research, 32(3), 318–335.
Moorman, C., & Miner, A. S. (1997). The impact of organizational memory on new product performance and creativity. Journal of Marketing Research, 34(2), 91–106.
Morgan, M. R., & Hunt, D. S. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20–38.
Morgan, N. A., Vorhies, D. W., & Mason, C. H. (2009). Market orientation, marketing capabilities, and firm performance. Strategic Management Journal, 30, 909–920.
Mowery, D. C., Oxley, J. E., & Silverman, B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17 (winter special issue), 77–91.
Murphy, G. B., Trailer, J. W., & Hill, R. C. (1996). Measuring performance in entrepreneurship research. Journal of Business Research, 36(1), 15−23.new window
Murray, J., Gao, G. Y., & Kotabe, M. (2011). Market orientation and performance of export ventures: The process through marketing capabilities and competitive advantages. Journal of the Academy of Marketing Science, 39(2), 252–269.
Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20–35.
Nelson, R. R., & Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge, MA: Harvard University Press.
Nevis, E. C., DiBella, A. J., & Gould, J. M. (1995). Understanding organizations as learning systems. Sloan Management Review, 36 (winter), 73–85.
Noble, C. H., Sinha, R. K., & Kumar, A. (2002). Market orientation and alternative strategic orientations: A longitudinal assessment of performance implications. Journal of Marketing, 66(4), 25–39.
Nooteboom, B. (2001). Towards a dynamic theory of transactions. Journal of Evolutionary Economics, 2, 281–299.
Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York:McGraw-Hall.
Oliver, A. L. (2001). Strategic alliances and the learning-life cycle of bio-technology firms. Organization Studies, 22, 467–489.
O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206
Paoli, M., & Prencipe, A. (2003). Memory of the organization and memories within the organization. Journal of Management and Governance, 7(2), 145–162.
Park, S., Chen, R., & Gallagher, S. (2002). Firm resources as moderators of the relationship between market growth and strategic alliances in semiconductor start-ups. Academy of Management Journal, 45(3), 527–545.
Pedhazur, E. J. (1982). Multiple regression in behavioral research: Explanation and prediction (2nd ed.). New York: Holt, Rinehart & Winston.
Pennings, P. S., & Goodman, J. M. (1977). Toward a workable framework. In P. S. Pennings & J. M. Goodman (Eds.), New perspectives on organizational effectiveness (pp. 146–184). San Francisco: Jossey- Bass.
Pérez-Nordtvedt, L., Kedia, B. L., Datta, D. K., & Rasheed, A. A. (2008). Effectiveness and efficiency of cross-border knowledge transfer: An empirical examination. Journal of Management Studies, 45(4), 714–744.
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.
Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544.
Polanyi, M. (1967). The tacit dimension. London: Routledge and Kegan Paul.
Porter, M. E. (1980). Competitive strategy: Techniques for analysing industries and competitors. New York: Free Press.
Prieto, I. M., Revilla, E., Rodrı´guez-Prado, B. (2009). Building dynamic capabilities in product development: How do contextual antecedents matter? Scandinavian Journal of Management, 25, 313–326.
Reed, R., & Defillipi, R. J. (1990). Causal ambiguity, barriers to imitation, and sustainable competitive advantage. Academy of Management Review, 15(1), 88–102.new window
Reichheld, F. F. (1993). Loyalty-based management. Harvard Business Review, 71(2), 64.
Reichheld, F. F. (1996). The loyalty effect. Boston, MA: Harvard Business School Press.
Rindfleisch, A., Malter, A. J., Ganesan, S., & Moorman, C. (2008). Cross-sectional versus longitudinal survey research: Concepts, findings, and guidelines. Journal of Marketing Research, 45(3), 261–279.
Rindfleisch, A., & Moorman, C. (2001). The acquisition and utilization of information in new product alliances: A strength-of-ties perspective. Journal of Marketing, 65(2), 1–18.
Romme, A. G. L., Zollo, M., & Berendsy, P. (2010). Dynamic capabilities, deliberate learning and environmental dynamism: A simulation model. Industrial and Corporate Change, 19(4), 1271–1299.
Rothaermel, F. T., & Deeds, D. L. (2004). Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management Journal, 25, 201−221.
Rothaermel, F. T., & Hess, A. M. (2007). Building dynamic capabilities: Innovation driven by individual-, firm-, and network-level effects. Organization science, 18(6), 898–921.
Ruekert, R., & Walker, O. C. Jr. (1987). Marketing''s interaction with other functional units: A conceptual framework and empirical evidence. Journal of Marketing, 51(1), 1–19.new window
Rust, R. T., & Zahorik, A. J. (1993). Customer satisfaction, customer retention and market share. Journal of Retailing, 69(2), 105–111.
Sackmann, S. A. (1991). Cultural knowledge in organizations. Newbury Park, CA: Sage Publications.
Santos, F. M., & Eisenhardt, K. M. (2005). Organizational boundaries and theories of organization. Organization Science, 16(5), 491–508.
Schoenmakers, W., & Duysters, G. (2006). Learning in strategic technology alliances. Technology Analysis & Strategic Management, 18, 245–264.
Selnes, F., & Sallis, J. (2003). Promoting relationship learning. Journal of Marketing, 67(3), 80–95.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.
Sheth, J. N. (1996). Relationship marketing: Paradigm shift or shaft? Paper presented at the annual meeting of the Academy of Marketing Science, Miami, FL.
Sidhu, J., Commandeur, H., & Volberda, H. (2007). The multifaceted nature of exploration and exploitation: Value of supply, demand and spatial search for innovation. Organization Science, 18(1), 20–38.new window
Siggelkow, N., & Rivkin, J. (2006). When exploration backfires: Unintended consequences of multilevel organizational search. Academy of Management Journal, 49(4), 779–795.
Simonin, B. L. (2004). An empirical investigation of the process of knowledge transfer in international strategic alliances. Journal of International Business Studies, 35, 407–427.
Sinkula, J. M. (1994). Marketing information processing and organizational learning. Journal of Marketing, 58(1), 35–45.new window
Sinkula, J. M., Baker, W. E., & Noordewier, T. (1997). A framework for market-based organizational learning: Linking values, knowledge, and behavior. Journal of the Academy of Marketing Science, 25(4), 305–318.
Slater, S. F., & Narver, J. C. (1995). Market orientation and the learning organization. Journal of Marketing, 59(3), 63–74.
Srivastava, R., Shervani, T., & Fahey, L. (1999). Marketing, business processes, and shareholder value: An organizationally embedded view of marketing activities and the discipline of marketing. Journal of Marketing, 63 (special issue), 168–179.
Stinchcombe, A. L. (1965). Social structure and organizations. In J. G. March (Eds.), Handbook of organizations (pp. 142–193). Chicago, IL: Rand McNally.
Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(10), 27–43.
Teece, D. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–1350.
Teece, D. J., Pisano, G., & Shuen, A. (1990). Firm capabilities, resources and the concept of strategy (Economic Analysis and Policy Working Paper EAP 38). Retrieved from University of California.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509–533.
Teece, D. J., Rumelt, R. P., Dosi, G., & Winter, S. (1994). Understanding corporate coherence: Theory and evidence. Journal of Economic Behavior and Organization, 23, 1–30.
Theoharakis, V., Sajtos, L., & Hooley, G. (2009). The strategic role of relational capabilities in the business-to-business service profit chain. Industrial Marketing Management, 38, 914–924.
Un, C. A., Cuervo-Cazurra, A., & Asakawa, K. (2010). R&D collaborations and product innovation. Journal of Product Innovation Management, 27, 673–889.
Uzzi, B. (1996). The sources and consequences of embeddedness for the economic performance of organizations: The network effect. American Sociological Review, 61(4), 674–698.
Venkatraman, N., & Ramanujam, V. (1986). Measurement of business performance in strategy research: A comparison approach. Academy of Management Review, 11(4), 801–814.
Verhoef, P. C. (2003). Understanding the effect of customer relationship management efforts on customer retention and customer share development. Journal of Marketing, 67, 30–45.
Verona, G., & Ravasi, D. (2003). Unbundling dynamic capabilities: An exploratory study of continuous product innovation. Industrial and Corporate Change, 12(3), 577–606.
Vorhies, D. W., & Morgan, N. A. (2005). Benchmarking marketing capabilities for sustainable competitive advantage. Journal of Marketing, 69, 80–94.
Vorhies, D. W., Morgan, R. E., & Autry, C. W. (2009). Product-market strategy and the marketing capabilities of the firm: Impact on market effectiveness and cash flow performance. Strategic Management Journal, 30(12), 1310–1334.
Vorhies, D. W., Orr, L. M., & Bush, V. D. (in press). Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation. Journal of the Academy of Marketing Science, doi: 10.1007/s11747-010-0228-z.
Walsh, J. P., & Ungson, G. R. (1991). Organizational memory. Academy of Management Review, 16(1), 57–92.new window
Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9(1), 31–51.new window
Webb, J. W., Ireland, R. D., Hitt, M. A., Kistruck, G. M., & Tihanyi, L. (in press). Where is the opportunity without the customer? An integration of marketing activities, the entrepreneurship process, and institutional theory. Journal of the Academy of Marketing Science, doi: 10.1007/s11747-010-0237-y.
Weerawardena J. (2003). Exploring the role of market learning capability in competitive strategy. European Journal of Marketing, 37(3/4), 407–429.
Weerawardena, J., O’Cass, A., & Julian, C. (2006). Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance. Journal of Business Research, 59, 37–45.
Windahl, S., & Signitzer, B. (1992). Using communication theory. London: Sage.
Winter S. G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24, 991–995.
Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational Creativity. Academy of Management Review, 18(2), 293–321.
Yalcinkaya, G., Calantone, R. J., & Griffith, D. A. (2007). An examination of exploration and exploitation capabilities: Implications for product innovation and market performance. Journal of International Marketing, 15(4), 63–93.
Yelle, L. (1979). The learning curve: Historical review and comprehensive survey. Decision Sciences, 10, 302–328.
Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization and extension. Academy of Management Review, 27, 185–203.
Zahra, S. A., & Nielsen, A. P. (2002). Sources of capabilities, integration and technology commercialization. Strategic Management Journal, 23, 377–398.
Zahra, S., Sapienza, H., & Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: A review, model and research agenda. Journal of Management Studies, 43, 917–955.
Zander, U., & Kogut, B. (1995). Knowledge and the speed of transfer and imitation of organizational capabilities. Organization Science, 6(1), 76–92.new window
Zhou, K. Z., & Li, C. B. (2010). How strategic orientations influence the building of dynamic capability in emerging economies. Journal of Business Research, 63(3), 224–231.
Zollo, M., & Winter, S. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13, 339–351.
Zott, C. (2003). Dynamic capabilities and the emergence of intra-industry differential firm performance: Insights from a simulation study. Strategic Management Journal, 24, 97–125.

 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
QR Code
QRCODE