Exploring the characteristics of the market-driven firms and antecedents to sustained competitive advantage

By J. Weerawardena, Aron O'Cass. 2004

265 citations recorded by the source corpus.

Subfields: Business and International Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4008579c29cdb9a7a9b8e4ac8a69d4683a9de2ff

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In Business and International Management

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Citations in the corpus

Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective (2007, methodology): “We emphasize, consistent with organizational learning approaches to innovation (Weerawardena & O’Cass, 2004) that each of these capabilities must be developed in association with each other for a born global firm to be at the leading edge of the developments of their product market or capability…”
R&D intensity and commercialization orientation effects on financial performance (2006, background): “Weerawardena and O'Cass (2004) suggested that market-focused learning capability leads to higher degrees of innovation and therefore marketing capability enables sustained competitive advantage.”
In Search of Innovation and Customer‐related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions (2012, background): “Hurley and Hult (1998) point out that the capacity to innovate contributes to a firm’s competitiveness and spans such areas as product and service development, production process, management, market, and marketing (Han et al., 1998; Hurley and Hult, 1998; Weerawardena and O’Cass, 2004).”
Measuring innovation capability in exporting firms: the INNOVSCALE (2015, background): “It is a key source of competitive advantage, productivity improvement, and growth in international markets (e.g. Salomon and Shaver, 2005b; Weerawardena and O’Cass, 2004).”
The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage (2019, background): “Weerawardena and O’Cass [13] stated that it will result in accelerating innovation in the innovation process.”
Emotional and learning capability and their impact on product innovativeness and firm performance (2007, background): “The TIM literature widely emphasized the importance of a firm’s learning capability as a competency, and its impact on the product innovativeness and improved performance (Montes et al., 2005; Weerawardena and O’Cass, 2004; Helfat and Raubitscheck, 2000).”
Relationships among organizational culture, knowledge acquisition, organizational learning, and organizational innovation in Taiwan's banking and insurance industries (2012, background): “As can be seen, the purpose of KM is to pursue innovation so that an organization maintains SCAs and to make an organization change and innovate through OL.”
Determinants of radical product innovations (2006, background): “The company must develop a flow in the other direction, through which the impulses from the market and ideas of researchers and developers are exchanged and lead to, on the one hand, in a flow of improvements in resources and capabilities and, on the other hand, the products that result from this ( ”
The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance (2010, methodology): “Marketing capabilitywasmeasured via a 7-item scale developed by Weerawardena (2003b) and Weerawardena and O'Cass (2004).”