Exploring the role of market learning capability in competitive strategy

By J. Weerawardena. 2003

342 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7150d3e8a16c3582be71d2e844038b88d979fa9b

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Organizational learning culture, innovative culture and innovations in South Korean firms (2010, neutral): “administrative (Daft, 1978; Damanpour, Szabat, & Evan, 1989; Han et al., 1998; Weerawardena, 2003).”
Customer relationship management and innovation capability: an empirical study (2010, background): “Weerawardena (2003) considered innovation to be modification of product, process, service, organizational systems, and marketing systems in order to create customer value.”
Knowledge-based human resource management practices, intellectual capital and innovation (2017, methodology): “Finally, we adapted measures for innovation performance from Weerawardena (2003).”
The Relationship between Competitive Strategy and Firm Performance in Micro and Small Businesses in Ghana: The Moderating Role of Managerial and Marketing Capabilities (2015, background): “The marketing literature has demonstrated that marketing capabilities are critical to the formulation and implementation of competitive strategies (Weerawardena, 2003), and enhancing firm performance (Day, 1994; Morgan, Slotegraff, & Vorhiess, 2009; Slotegraaf & Dickson, 2004; Vorhies & Morgan,…”
How Does IT Ambidexterity Impact Organizational Agility? (2015, background): “…and production, supply chain management, customer delivery, and employee management) to create new ways of performing daily tasks (Hammer 2004, Weerawardena 2003) • Operational exploitation capability: The ability to enhance operational productivity by improving the efficiency and cycle time…”
Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective (2007, background): “Internally focused learning capability captures all the experimental learning of the firm (Weerawardena, 2003a, 2003b), including technological learning (Zahra, Ireland, & Hitt, 2000) and nontechnological learning that engenders innovation and enables the firm to respond to evolving conditions in…”
Knowledge sharing, knowledge leaking and relative innovation performance: An empirical study (2015, methodology): “We measured the dependent variable, relative innovation performance of the firm, with a composite scale, on various innovation types and practices (four innovation types adapted from Weerawardena, 2003).”
Learning with the market: Facilitating market innovation (2015, background): “Such questioning denotes a clear deviation from the traditional market orientation literature that emphasizes the need to acquire information about a given and unquestionable market (Baker & Sinkula, 2005; Narver et al., 2004; Slater & Narver, 1995; Weerawardena, 2003).”
Determinants of innovativeness in SMEs: disentangling core innovation and technology adoption capabilities (2017, background): “These inter-relationships are obvious when observing how firms find a balance in practising the different types of innovation in accordance with their needs (Weerawardena, 2003).”
The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance (2010, methodology): “Market learning was measured via the 6-item scale developed by Weerawardena (2003a). The market learning measure captures the extent that the firm undertakes learning via the acquisition of knowledge on consumer preferences and competitor behavior.”
Knowledge processes, knowledge-intensity and innovation: A moderated mediation analysis (2011, methodology): “The authors adopt an overall organizational approach to innovations, viewing them in terms of value-adding renewals in products, processes, work organizational systems or marketing systems of the firm (Weerawardena, 2003; Wang and Ahmed, 2004).”