Capabilities and financial performance: the moderating effect of strategic type

By Michael Song, C. di Benedetto, R. Nason. 2007

369 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/98f8bceae225a9b0a616180f2fbb66ccfd1d8f7e

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Citations in the corpus

The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view (2010, background): “…achieve competitive advantage for the firm, but how a firm deploys its scarce resources, put its capabilities to best use, invest and complement its existing capabilities infrastructure can bring “immobility and inimitability” to its resource-capability framework (Peteraf, 1993; Song et al., 2007).”
Competition-motivated corporate social responsibility (2013, background): “Several empirical studies have investigated the relationship between marketing capabilities and firm performance (e.g., Ramaswami et al., 2009; Song et al., 2007; Vorhies & Morgan, 2005).”
The impacts of marketing and operations capabilities on financial performance in the UK retail sector: A resource-based perspective (2014, methodology): “The RBV has been widely used in the marketing literature to understand the interaction between marketing and other functional capabilities and their effects on performance improvement (Dutta et al., 1999; Song et al., 2007; Song et al., 2005).”
Entrepreneurial orientation in turbulent environments: The moderating role of absorptive capacity (2014, background): “The “strategic fit” paradigm from strategic management states that, for each strategic posture (such as EO), there is a set of firm-level resources and capabilities that facilitate the performance effects of the strategic posture (e.g., Slater et al., 2006; Song et al., 2007; Desarbo et al., 2005).”
The moderating influence of financial literacy on the relationship between access to finance and firm growth in Ghana (2016, background): “For example, resources that can generate sustained competitive advantage include assets, capabilities, organisational processes, information and knowledge (Desarbo et al. 2005; Slater, Olson, and Hult 2006; Song et al. 2007; Teece 2012).”
Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment (2018, background): “Technological and marketing capabilities, as prior research has consistently identified these as primary drivers of a firm’s performance (Eisend et al. 2016; Song et al. 2007; Wilden & Gudergan 2015).”