The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance

By Aron O'Cass, J. Weerawardena. 2010

244 citations recorded by the source corpus.

Since the early 1990s the theoretical and practical issues associated with organizational capabilities have been a major research focus in marketing. However, there has been little focus simultaneously on industry environment and internal competitive capability development. A manager's perception of his/her industry environment has the potential to impact the firm's marketing-related capability development through their strategic responses to their perception of the environment. This paper advocates that managers (i.e., firms) perceiving their industry environment as turbulent will develop superior market learning and marketing capabilities. Market learning will assist in the process of building superior marketing capabilities. Both capabilities lead to higher brand performance. To explore these issues a study was designed to measure perceived industry competitive intensity, market learning and marketing capabilities. Data were gathered from senior managers of commercial firms and the results largely support the hypothesized theoretical relationship that industry competitive intensity influences market learning activity and marketing capability development. Interestingly, the study findings suggest that market learning impacts brand performance through marketing capability. The findings significantly contribute to the debate on the influence of the competitive environment on a firm's internal capability development which suggests the need for further research to examine the industry competitive intensity–internal capabilities–firm performance relationship.

Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/21435c2b942d6da1989d64d67ce2e6a27b07f044

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Business and International Management

1. Aron O'Cass
2. P. Sok
3. K. Sok

In Management of Technology and Innovation

1. Aron O'Cass
2. M. Du
3. Yanxin Jiang
4. Rizwan Shabbir
5. P. Sok
6. K. Sok
7. Jing Zhang

In Strategy and Management

1. P. Sok
2. K. Sok
3. Jing Zhang
4. M. Du
5. Yanxin Jiang
6. Rizwan Shabbir
7. Aron O'Cass

Citations in the corpus

• Building industrial brand equity by leveraging firm capabilities and co-creating value with customers (2015, background): “…influential in shaping customer's brand knowledge and loyalty, just as the classical Brand Value Chain framework argues (Keller & Lehmann, 2003) and numerous empirical branding studies indicate (e.g., Kim & Hyun, 2011; Madhavaram et al., 2005; O'Cass & Weerawardena, 2010; van Riel et al., 2005).”
• Achieving Superior SME Performance: Overarching Role of Marketing, Innovation, and Learning Capabilities (2013, background): “It is because while firms can leverage their innovation capability to develop new product offerings, it is the marketing capability that help firms get the products into the market and serve the market better than competitors (Hult and Ketchen, 2001; O’Cass and Weerawardena, 2010).”