THE PERFORMANCE IMPACT OF MARKETING RESOURCES

By Graham Hooley, Gordon E. Greenley, J. Cadogan, J. Fahy. 2005

751 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/221e1ae8b1c7c43c866ee388f89b1b403a55a5ad

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Zhan Wang
2. Hyun Gon Kim
3. Rana Tajvidi
4. Azhdar Karami
5. César Camisón
6. Beatriz Forés
7. J. Fahy
8. Aron O'Cass

In Strategy and Management

1. Patrick Mikalef
2. John Krogstie
3. Ilias O. Pappas
4. Aron O'Cass
5. Ranjit Voola
6. César Camisón
7. Beatriz Forés
8. Rana Tajvidi

Citations in the corpus

• Knowledge absorptive capacity: New insights for its conceptualization and measurement☆ (2010, methodology): “Jansen et al. (2005) use this distinction between PACAP and RACAP to investigate which organizational antecedents are associated with each of the two components of absorptive capacity.”
• The effect of social media on firm performance (2017, background): “Innovation Developing new ideas to help customers Able to fast track new offerings to customers Able to manage processes to keep costs down Able to package a total solution to solve a customer problem (Hooley et al., 2005; Nieves & Segarra-Cipr es, 2015)”
• Seeing market orientation through a capabilities lens (2009, background): “Market orientation has a positive relationship with a number of capabilities such as the customer-linking capability (see Hooley et al. , 2005”
• Can Social Media Marketing Improve Customer Relationship Capabilities and Firm Performance? Dynamic Capability Perspective (2017, background): “Recent literature shows that marketing capabilities, including social CRM capabilities, lead to the development of strong customer relationships that positively influence customer satisfaction and loyalty (Hooley et al. 2005; Rapp, Trainor, and Agnihotri 2010; Trainor et al. 2014).”
• Exploring the relationship between big data analytics capability and competitive performance: The mediating roles of dynamic and operational capabilities (2020, background): “Equally, a weak marketing capability may negatively impact competitive performance by hindering a firm’s understanding of customer needs, as well as limiting it in reaching a broad consumer base and creating customer satisfaction and loyalty [110].”
• Implementing competitive strategies: the role of responsive and proactive market orientations (2010, background): “Typically, these capabilities are idiosyncratic to the firm, have been built over time with heavy reliance on tacit knowledge and skills, involve complex interrelationships with other resources, and are by their nature important factors in affecting firm performance outcomes ( Hooley et al. , 2005”
• Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM (2014, background): “This conclusion is supported by Hooley et al. (2005) and Rapp et al. (2010) who find that marketing capabilities lead to the development of strong customer relationships that positively influence customer satisfaction and loyalty.”