Product-market strategy and the marketing capabilities of the firm: impact on market effectiveness and cash flow performance

By Douglas W. Vorhies, Robert E. Morgan, Chad W. Autry. 2009

394 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5c900f77c1771302a0da533ae2833a8ffbd2ee89

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In Strategy and Management

Citations in the corpus

Achieving Superior SME Performance: Overarching Role of Marketing, Innovation, and Learning Capabilities (2013, background): “Existing literature often examine separately the impact of marketing capability (e.g., Vorhies and Morgan, 2005; O’Dwyer et al., 2009; Vorhies et al., 2009), innovation capability (e.g., Li and Mitchell, 2009; Rosenbusch et al., 2011), and learning capability (e.g., Chaston et al., 2001; Prieto and…”
Market orientation and performance of export ventures: the process through marketing capabilities and competitive advantages (2011, background): “In Newbert’s (2007) review of articles on RBV, surprisingly no empirical studies have examined the important role of marketing capabilities (i.e., strategic action) on performance, although it is widely recognized that marketing affects firm performance (Vorhies et al. 2009).”
Managerial capabilities and paths to growth as determinants of high-growth small and medium-sized enterprises (2011, background): “Vorhies et al. (2009) find support for capabilities as appropriate mechanisms for implementing product–market strategies to drive the achievement of superior market and financial performance.”
How marketing capabilities and current performance drive strategic intentions in international markets (2017, background): “Market information acquisition processes are likely to positively influence the export venture's intended strategy, irrespective of whether this involves placing emphasis on activities aiming at cost efficiency or marketing differentiation (Julien & Ramangalahy, 2003; Reimann, Schilke, & Thomas, 201”
Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment (2018, methodology): “First, planning capability— he processes by which an integrated set of “what” decisions specifying planned strategic behaviors designed to achieve desired strategic goals are developed (e.g., Teece et al. 1997; Vorhies et al. 2009).”
An Easy Approach to Exploratory Factor Analysis: Marketing Perspective (2016, background): “…Publishing, Rome-Italy Vol. 6 No.1 January 2016 The dimensions construct of marble manufacturing unit marketing performance labels which are customer relation capability, marketing coverage, and proactive marketing capability as proposed by (Day, 1994; Vorhies et al, 2009; Morgan et al, 2003).”
Balancing Internal and External Knowledge Acquisition: The Gains and Pains from R&D Outsourcing (2010, neutral): “In fact, a firm’s capacity to deploy resources through organizational capabilities may actually be more important for explaining performance than the absolute stock of resources available to the firm (e.g., DeSarbo et al., 2007; Vorhies et al., 2009).”
In Search of Innovation and Customer‐related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions (2012, result): “This finding is particularly anomalous, given that strategic management research has historically recognized the important role that innovation and marketing play in determining firm performance (Hult, Ketchen, and Slater, 2005; Moorman and Rust, 1999; Song et al., 2005; Vorhies et al., 2009).”
Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation (2011, background): “In this regard, marketing exploration and exploitation capabilities may be viewed as higher-order capabilities that act on lowerlevel “specialized” marketing capabilities (Grant 1996; Vorhies et al. 2009), represented in this study by brand management and CRM capabilities, to enable their developmen”