Antecedents and consequences of marketing dynamic capabilities in international joint ventures

By Eric Fang, Shaoming Zou. 2009

346 citations recorded by the source corpus.

Subfields: Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c13c5e6ff1007afa882684fb5057ece314559a37

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Strategy and Management

1. Oliver Schilke
2. Songcui Hu
3. Qun Tan
4. Carlos M. P. Sousa
5. Jifeng Mu
6. Constance E. Helfat
7. Zhi Yang
8. Ho Geun Lee

Citations in the corpus

• Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China (2013, background): “We select the context of China because, first, China has become the world’s largest recipient of foreign direct investment (FDI), which is often absorbed via IJVs (Fang & Zou, 2009).”
• Marketing capability, organizational adaptation and new product development performance☆ (2015, background): “Fang and Zou (2009) suggest that resource magnitude and complementarity positively affect marketing dynamic capabilities.”
• IT Capabilities, Process-Oriented Dynamic Capabilities, and Firm Financial Performance (2011, background): “…of business processes: integration/connectivity (e.g., connecting parties for communication and information sharing), cost efficiency, and capitalization of business intelligence/learning (e.g., bringing business analytics and information into the process) (Butler & Murphy, 2008; Fang & Zou, 2009).”
• LINKING THEORY AND CONTEXT: "STRATEGY RESEARCH IN EMERGING ECONOMIES" AFTER WRIGHT ET AL. (2005) (2012, neutral): “This applies in particular to IJVs where two or more parents contribute to the process (Fang and Zou, 2009).”
• Leveraging marketing capabilities into competitive advantage and export performance (2015, background): “sustainable competitive advantage (Fang and Zou 2009), and the theory of competitive advantage which specifies the causal relationship between competitive advantage and superior performance (Day and Wensley 1988).”
• Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “Organizational structure Way in which activities (such as task allocation, coordination, and supervision) are orchestrated toward the achievement of organizational aims Fang and Zou (2009), Wilden, Gudergan, Nielsen, and Lings (2013) 3 (1.”