Benchmarking Marketing Capabilities for Sustainable Competitive Advantage

By Douglas W. Vorhies, Neil A. Morgan. 2005

1,765 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/2c12fc9b4581fef28a8255c4795c75de8c96a692

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Citations in the corpus

Toward a “theoretical toolbox” for sustainability research in marketing (2011, background): “…customer linking, and channel bonding capabilities (Day 1994); brand equity, customer equity, and channel relationships (Srivastava et al. 1998); and the product development, pricing, marketing communications, selling, and market information management capabilities (Vorhies and Morgan 2005).”
Corporate Social Responsibility, Customer Satisfaction, and Market Value (2006, background): “Corporate Social Responsibility, Customer Satisfaction, and Market Value / 17 ships with Companies,” Journal of Marketing, 67 (April), 76–88. ——— and ——— (2004), “Doing Better at Doing Good,” California Management Review, 47 (1), 9–24.”
Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM (2014, neutral): “Scholars inmarketing (e.g., Day &Wensley, 1988; Hooley, Greenley, Cadogan, & Fahy, 2005; Roberts & Grover, 2012; Vorhies & Morgan, 2005) and in IT (Bharadwaj, 2000; Borges, Hoppen, & Luce, 2009; Chang et al., 2010; Melville, Kraemer, & Gurbaxani, 2004) find that resources alone are not always…”
Entrepreneurial Orientation, Firm Performance, and the Moderating Role of Transformational Leadership Behaviors (2015, background): “Following Vorhies and Morgan (2005), we measured firm performance as a combination of customer satisfaction (four items), market effectiveness (four items), and financial performance (four items).”
Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation (2011, methodology): “Rather than re-design the entire marketing capability, limited experimentation is used to drive change (Dickson 1992; Vorhies and Morgan 2005; Zollo and Winter 2002).”
The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance (2010, methodology): “This work can best be summarized in the work of Vorhies (1998) that marketing capabilities lead to organizational effectiveness and in more recent work by Vorhies and Morgan (2005) which found that marketing capabilities lead to superior business performance.”
The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth (2014, methodology): “Marketing capability was measured via a nine-item scale adapted from Vorhies and Morgan (2005), on a seven-point scale (where 1 = ‘much worse than competitors’ to 7 = ‘much better than competitors’).”
Toward an Understanding of Industry Commoditization: Its Nature and Role in Evolving Marketing Competition (2010, methodology): “We adopted the performance measure from Vorhies and Morgan (2005) and view performance as a reflective construct with the following three dimensions: profitability, customer satisfaction, and market effectiveness.”
Satisfaction, Complaint, and the Stock Value Gap (2008, background): “Nevertheless, in their event studies about product portfolios, Woolridge and Snow (1990) and Jones and Danbolt (2005) find evidence for a positive overall effect of diversification.”
Financial Value of Brands in Mergers and Acquisitions: Is Value in the Eye of the Beholder? (2008, background): “The first is a knowledge-based approach, which attempts to measure directly the knowledge and skills that constitute marketing capabilities by means of surveys or case studies (e.g., Atuahene-Gima 2005; Vorhies and Morgan 2005).”
Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity (2016, neutral): “The study measured marketing capability with a six-item scale from Vorhies and Morgan (2005) and Ngo and O'Cass (2012).”
Capabilities, innovation and competitive advantage (2011, neutral): “…researchers particularly those pursuing empirical estimation using cross-sectional designs (e.g. Knight & Cavusgil, 2004; Nasution & Mavondo, 2008; Vorhies & Morgan, 2005) and a substantial number of researchers using case study method (e.g. Sullivan Mort & Weerawardena, 2006) to examine…”