From market driven to market driving

By Nirmalya Kumar, L. Scheer, P. Kotler. 2000

549 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/db12738c5a9f68080cae4d5542c4524f9e7c9c9c

How researchers see this paper

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

In Management of Technology and Innovation

1. H. Sørensen
2. Eileen Fischer
3. Cristina Mele
4. Jyotsna Bhatnagar
5. J. Pels
6. Kaj Storbacka
7. Harry Bouwman

In Strategy and Management

1. Cristina Mele
2. J. Pels
3. Andre F. Maciel
4. H. Sørensen
5. Eileen Fischer
6. Jyotsna Bhatnagar
7. Jaakko Aspara
8. J. Hietanen

Citations in the corpus

• Collaborative Market Driving: How Peer Firms Can Develop Markets Through Collective Action (2020, background): “Then, in line with research on individualistic market driving (Gatignon and Xuereb 1997; Johnson et al. 2003; Kumar, Scheer, and Kotler 2000), we specify market-driving firms’ main internal and external constraints.”
• Understanding Market‐Driving Behavior: The Role of Entrepreneurship (2008, unknown): “…(McKenna 1991) Performance Outcomes Superior financial performance (Jaworski and Kohli 1993) Persistent superior financial performance in long term (Kumar, Scheer, and Kotler 2002) Most Relevant Theory Resource-based view (RBV) (Barney, 1991); dynamic capabilities view (DCV) (Teece, Pisano, and…”
• Why competitors matter for market orientation (2009, background): “For research on the latter, see Slater and Narver (1998, 1999), Jaworski et al. (2000), Kumar et al. (2000), and Narver et al. (2004).”
• Business model innovation vs replication: financial performance implications of strategic emphases (2010, background): “Considering that a firm’s profitable growth may, thus, benefit not only from the firm’s initial innovations but also their replication (Szulanski & Jensen, 2008), the lack of attention paid to replication in earlier research constitutes our second research gap.”
• Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context (2012, background): “It consisted of sub-variables: analysis of innovativeness (Hurley and Hult 1998 ), analysis of innovation as the quest for new products or improvements in management processes (Han, Kim and Srivastava 1998 ; Kumar, Scheer and Kotler 2000 ), analysis of effective implementation of innovations (Vaz”