Marketing and technology resource complementarity : An analysis of their Interaction Effect in two environmental contexts

By Michael Song, C. Droge, Sangphet Hanvanich, Roger J. Calantone. 2005

912 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9b483c21bff4250519ef58ed4fe5d626746254b9

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence (2015, background): “These capabilities reflect an organizational capacity to link with and serve particular customer groups (Danneels 2008; Day 1994; Song et al. 2005).”
An Examination of Exploration and Exploitation Capabilities: Implications for Product Innovation and Market Performance (2007, methodology): “…Roger J. Calantone, and David A. Griffith Dynamic capabilities refer to the development of organizational, functional, and technological skills employed to gain/ sustain competitive advantage (Eisenhardt and Martin 2000; Griffith and Harvey 2001; Song et al. 2005; Teece, Pisano, and Shuen 1997).”
In Search of Innovation and Customer‐related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions (2012, background): “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).”
The Trade-off between Customer and Technology Orientations: Impact on Innovation Capabilities and Export Performance (2011, background): “The resource-based theory posits that complementary resources achieve synergistic effects on performance; however, leveraging every resource is not possible (Song et al. 2005).”
Firm Innovativeness and Export Performance: Environmental, Networking, and Structural Contingencies (2013, methodology): “…as a first-order latent variable of its two observed indicators: self-reported export profit (before tax) and self-reported export sales turnover.4 Second, we relied on methods from Song et al. (2005) and Little, Bovaird, and Widaman (2006) to orthogonalize the raw scores of the constructs.”
Pricing orientation, pricing capabilities, and firm performance (2013, background): “The use of subjective performance measures is warranted for a number of reasons: since firms in our sample are from many geographical zones, a multidimensional measure based on perceptual firm performance facilitates comparisons across firms and contexts, such as across industries, time horizons, an”
Achieving Superior SME Performance: Overarching Role of Marketing, Innovation, and Learning Capabilities (2013, background): “For example, Song et al. (2005) find that technological capability complement with marketing capability to achieve better performance.”
Multinational Firm Knowledge, use of Expatriates and Foreign Subsidiary Performance (2010, neutral): “Because a brand is valuable, rare, and built on a series of cumulative investments in market development over time (Rossiter and Percy, 1997), it is often difficult to imitate, thus giving the firm sustainable competitive advantages (Capron and Hulland, 1999; Reddy et al., 1994; Song et al., 2005).”