The Capabilities and Perfor Mance Advantages of Market‐Driven Firms: An Empirical Investigation

By Douglas W. Vorhies, M. Harker. 2000

249 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a0c1ed2583dfd1685e26d764fefdf375e30e452c

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In Strategy and Management

Citations in the corpus

The "Third Hand": IT-Enabled Competitive Advantage in Turbulence Through Improvisational Capabilities (2010, unknown): “Overall NPD capability was measured as an indicator variable (Vorhies and Harker 2000).”
The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms (2011, methodology): “…0.83 • Growth in sales of our product and/or service 0.86 Adaptability (Cronbach's α=0.907, AVE=0.86, CR=0.92, Square root of AVE=0.93) Venkatraman (1989); Vorhies and Harker (2000)Relative to your competitors, how has your organization, over the last three years, performedwith respect to… •…”
A Research In Relating Entrepreneurship, Marketing Capability, Innovative Capability And Sustained Competitive Advantage (2010, background): “…skills of salespersons; 4.the extension of marketing network, is related with management capability of channels and relationship with distributors (Vorhies & Harker, 2000); 5.scope of advertising, the grasp of advertising may influence market share; 6.marketing research, which denote the relevant…”
Impact of operational and marketing capabilities on firm performance: Evidence from economic growth and downturns (2014, background): “Operational and marketing capabilities can be sources of competitive advantage for firms (Hsu et al., 2009; Ketokivi and Schroeder, 2004; Nath et al., 2010; Vorhies and Harker, 2000).”
The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance (2010, background): “Although competing firms may focus on similar market needs, the idiosyncratic way in which each group of individuals within each firm integrates knowledge creates many unique ways of solving similar customer needs (Vorhies & Harker, 2000).”
Understanding the Elusive Black Box of Dynamic Capabilities (2011, methodology): “This is consistent with the marketing literature that suggests that customers seek quality products in a timely fashion and at a low price (Vorhies & Harker, 2000).”
Human resource practices, organizational commitment and intention to stay (2008, result): “Training and career development has significant positive association with intention to stay, which is consistent with the results of existing literature (e.g. Lauri et ai., 1996; Oakland and Oakland, 2001; Jones et al, 2001; Vorhies and Harke, 2000).”
Customer relationship management and innovation capability: an empirical study (2010, background): “It refers to market research, price-setting strategy, market segmentation, advertising promotions, retailing channels, and marketing information systems (Vorhies and Harker, 2000; Weerawardena, 2003).”
Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective (2007, unknown): “The importance of learning activities in the marketing capability development process has been stressed in recent research (Vorhies & Harker, 2000).”
The Relationship between Competitive Strategy and Firm Performance in Micro and Small Businesses in Ghana: The Moderating Role of Managerial and Marketing Capabilities (2015, methodology): “The accumulated knowledge, skills, and expertise may be developed in the areas of marketing research, pricing, product development, distribution channels, promotion, and marketing management (Vorhies & Harker, 2000; Vorhies, Harker & Rao, 1999).”
Do customer satisfaction and reputation mediate the CSR–FP link? Evidence from Australia (2012, methodology): “Thus, following the accepted design of previous research (e.g. Dawes, 2002; Spanos and Lioukas, 2001; Vorhies and Harker, 2000), subjective measures of performance were considered appropriate for this study.”
The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage (2019, background): “For highly market-oriented companies, the creation of higher customer value than that of competitors is considered to be the goal of establishing and implementing strategies [9].”