Market-focused strategic flexibility: Conceptual advances and an integrative model

By Jeannie L. Johnson, Ruby Po Wan Lee, Amit Saini, Bianca Grohmann. 2003

422 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1d79ee7983228985357271eccaaeef199bcc4e49

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Me, myself, and I: influence of CEO narcissism on firms’ innovation strategy and the likelihood of product-harm crises (2017, background): “These mechanisms may include, for example, the level of a firm’s long-term orientation (Bearden et al. 2006), or strategic flexibility (Johnson et al. 2003).”
The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage (2019, background): “Second, in terms of the relationship between cultural market orientation and communication innovation, activities to cope with competitor’s movement will increase the firm’s flexibility [72] and flexibility in marketing strategies compared to competing organizations, which will improve capabilities ”
Strategic flexibility, rigidity and barriers to the development of absorptive capacity in business markets: Themes and research perspectives (2005, background): “Also Johnson et al. (2003) situate strategic flexibility within a resource-based view of the firm: the firm must develop a portfolio of capabilities that creates a bundle of options.”
Inbound open innovation for enhanced performance: Enablers and opportunities (2013, background): “…flexibility is the ability to deploy and redeploy resources readily toward adaptation and accommodation to changes in a firm's conditions or situations (e.g., Johnson et al., 2003),whichderives directly from the firm's deliberate management of a resource portfolio to ensure the presence of slack.”
Export Market-Oriented Behavior and Export Performance: Quadratic and Moderating Effects under Differing Degrees of Market Dynamism and Internationalization (2009, background): “Our conceptual model predicts that to a point, increased EMO activity will give the firm greater ability to identify and exploit strategic options that arise in the business environment (Johnson et al. 2003).”
The paradox of a marketing planning capability (2004, background): “While anticipation and responsiveness to competitive conditions are also fundamental to strategic flexibility (Evans 1991; Johnson et al. 2003), there are additional elements embedded in anticipation and responsiveness that differentiate marketing planning capability from strategic flexibility,…”
Collaborative Market Driving: How Peer Firms Can Develop Markets Through Collective Action (2020, result): “Then, in line with research on individualistic market driving (Gatignon and Xuereb 1997; Johnson et al. 2003; Kumar, Scheer, and Kotler 2000), we specify market-driving firms’ main internal and external constraints.”
Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities (2014, background): “All rights reserved. decreasing firm performance (Grewal and Tansuhaj, 2001), shortterm profitability (Johnson et al., 2003), and operational efficiency (Baker and Nelson, 2005).”
Entrepreneurial orientation and market orientation as drivers of product innovation success: A study of exporters from a developing economy (2013, background): “Finally, it could be contended that exporters’ strategic flexibility may act to moderate the impact of export EOB and export MOB on export innovation success (e.g. see Johnson et al., 2003).”