The Development and Impact of Marketing Capabilities in Central Europe

By J. Fahy, Graham Hooley, T. Cox, J. Berács, Krzysztof Fonfara, B. Snoj. 2000

260 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/554c2cdf2019d27cb7e993f598fe9a1ff048eb5e

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In Strategy and Management

Citations in the corpus

The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms (2011, background): “As such, these findings on the one hand support existing research concerning the positive results of MO for transitional economies (Akimova, 2000; Ellis, 2005; Fahy et al., 2000; Farley & Deshpandé, 2005).”
Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions (2005, background): “Thus, they are interested in using alliances with MNEs to outcompete their local rivals (Fahy et al., 2000), and they seek partners with financial assets, technical capabilities, and marketing savvy (Hitt et al., 2000, 2004).”
Can Social Media Marketing Improve Customer Relationship Capabilities and Firm Performance? Dynamic Capability Perspective (2017, background): “Many studies have proved that marketing capabilities are positively associated with firm performance for both large firms in industrialized countries and small firms (Fahy et al. 2000; Morgan, Vorhies, and Mason 2009; Shin 2013).”
The resource-based view and international business: (2001, background): “Research in Hungary, Poland and Slovenia suggested that local firms are interested in using alliances to acquire advantages over their domestic rivals (Fahy et al., 2000; Hooley et al., 1996).”
Foreign Investment Strategies and Sub-national Institutions in Emerging Markets: Evidence from Vietnam* (2005, background): “SOEs in transition economies often pursue network-based growth strategies (Peng and Heath, 1996) and may thus see a JV with a foreign partner as an opportunity to strengthen their market position (Fahy et al., 2000; Hitt et al., 2000).”
An assessment of the measurement of performance in international business research (2008, background): “a specific aspect of performance (Fahy et al., 2000) in relation to a specified research question.”
Globalization, marketing resources, and performance: Evidence from China (2005, background): “First, most marketing studies using RBT to evaluate the linkage between a firm’s marketing resources and performance has been confined to firms in the Western hemisphere (Fahy et al. 2000).”
Developing acquired foreign subsidiaries: the experience of MNES in transition economies (2004, background): “One particular weakness of firms in CEE are marketing capabilities (Fahy et al., 2000), which to a large degree are location-specific.”
The resource underpinnings of competitive positions (2005, background): “…orientation (see, for example, Narver and Slater, 1990; Kohli and Jaworski, 1990), with a handful of exceptions (e.g. Vorhies, Harker and Rao, 1999; Fahy et al., 2000) scales for assessing THE RESOURCE UNDERPINNINGS OF COMPETITIVE POSITIONS 99 broader marketing resources or the means through which…”
Market orientation and marketing practice in a developing economy (2005, methodology): “In contrast, studies based on Narver and Slater’s definition include: Chan & Ellis (1998), Fahy et al. 2000, Farrell (2000), Moorman & Rust (1999), Pelham & Wilson (1996), Slater and Narver (1994a), and Tse et al. (2003).”
Seeing market orientation through a capabilities lens (2009, background): “Value of the capabilities perspective to understanding market orientation The RBV literature (Wernefelt, 1984; Barney, 1991) provides the promise of a tantalising glimpse into the sometimes-elusive realm of organisational success through its focus on distinctive resources, which differentiate organi”
Post‐Acquisition Restructuring as Evolutionary Process* (2003, background): “Empirical research confirms that foreign investment firms outperform domestic ones (Carlin et al. 1995, Fahy et al. 2000) and that post-acquisition investment enhances performance (Uhlenbruck and De Castro 2000).”
Market orientation, brand investment, new service development, market position and performance for service organisations (2004, background): “Much of the subsequent research has been concerned with the direct relationship between market orientation and firm performance and has been examined in product (Narver and Slater, 1990; Pelham, 1997), service (Van Egeren and O’Connor, 1998), mixed product and service (Appiah-Adu, 1998; Slater and N”