Pricing process as a capability: a resource-based perspective

By Shantanu Dutta, Mark J. Zbaracki, Mark Bergen. 2003

425 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3164640d7dd1a5ea22431068e486b385508c1b41

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Citations in the corpus

Embeddedness and Price Formation in the Corporate Law Market (2004, background): “effect of age and innovation (Sørensen and Stuart 2000), where pricing strategies are considered innovations (Dutta et al. 2002).”
Crossing an Apparent Chasm: Bridging Mindful and Less-Mindful Perspectives on Organizational Learning (2006, background): “However, the performative practice of academic research, particularly empirical research based on close observation such as Feldman (2000), Dutta et al. (2003), and Rerup (2006b), reveals a relationship between these two scripts that the scripts themselves do not convey.”
How Do Suppliers Benefit from Information Technology Use in Supply Chain Relationships? (2004, background): “Future research on the role of SCMS in enabling expertise coordination (Faraj and Sproull 2000), strategic learning (Thomas et al. 2001), and developing functional capabilities (Dutta et al. 2003) at the team and organizational levels within supplier firms can also yield useful insights.”
Pricing orientation, pricing capabilities, and firm performance (2013, background): “Dutta et al. (2003) highlighted the role of pricing capabilities, defined as a set of complex routines, skills, systems, know-how, coordination mechanisms, and MD 51,3 596 complementary resources, in increasing company performance.”
Corporate social responsibility and firm performance: The mediating role of marketing competence and the moderating role of market environment (2015, background): “Empirical studies have concluded that marketing competence provides superior competitive advantages (Dutta et al., 2003; Morgan et al., 2009; Nath, Nachiappan, & Ramanathan, 2010).”
Leveraging marketing capabilities into competitive advantage and export performance (2015, background): “For example, how the pricing process is developed can be considered as a capability (Dutta, Zbaracki, and Bergen 2003).”
The Relative Impact of Marketing, Research-and-Development, and Operations Capabilities on Firm Performance (2008, background): “For example, under what market conditions would pricing capability (Dutta, Zbaracki, and Bergen 2003) be more critical than customerrelating capability (Day 2000)?”
Benchmarking Marketing Capabilities for Sustainable Competitive Advantage (2005, background): “…service offerings (e.g., Dutta, Narasimhan, and Rajiv 1999); (2) pricing, the ability to extract the optimal revenue from the firm’s customers (e.g., Dutta, Zbaracki, and Bergen 2003); (3) channel management, the firm’s ability to establish and maintain channels of distribution that effectively…”
Market orientation, marketing capabilities, and firm performance (2009, background): “These capabilities may be rare, valuable, non-substitutable, and inimitable sources of advantage that can lead to superior firm performance (e.g., Dutta et al., 2003; Vorhies and Morgan, 2005).”
Routines Revisited: Exploring the Capabilities and Practice Perspectives (2011, methodology): “Using a case study approach to investigate how a manufacturing firm determined prices, Dutta and colleagues (2003) proposed that pricing capability was not a simple, imitable process but rather was firm-specific and composed of numerous, nested routines.”