Composite-based structural equation modeling (SEM), and especially partial least squares path modeling (PLS), has gained increasing dissemination in marketing. To fully exploit the potential of these ...methods, researchers must know about their relative performance and the settings that favor each method’s use. While numerous simulation studies have aimed to evaluate the performance of composite-based SEM methods, practically all of them defined populations using common factor models, thereby assessing the methods on erroneous grounds. This study is the first to offer a comprehensive assessment of composite-based SEM techniques on the basis of composite model data, considering a broad range of model constellations. Results of a large-scale simulation study substantiate that PLS and generalized structured component analysis are consistent estimators when the underlying population is composite model-based. While both methods outperform sum scores regression in terms of parameter recovery, PLS achieves slightly greater statistical power.
Now more than ever, marketing is assuming a key boundary-spanning role—a role that has also redefined the composition of the marketing organization. In this paper, the marketing organization’s ...integrative and mutually reinforcing components of marketing activities, customer value–creating processes, networks, and stakeholders are delineated within their boundary-spanning roles as a particular emphasis (labeled MOR theory). Thematic marketing insights from a collection of 31 organization theories are used to advance knowledge on the boundary-spanning marketing organization within four areas—strategic marketing resources, marketing leadership and decision making, network alliances and collaborations, and the domestic and global marketplace.
Common method variance (CMV) is the amount of spurious correlation between variables that is created by using the same method-often a survey-to measure each variable. CMV may lead to erroneous ...conclusions about relationships between variables by inflating or deflating findings. We analyzed recent survey research in IEEE Transactions on Engineering Management, Journal of Operations Management, and Production and Operations Management to assess if and how scholars address CMV. We found that two-thirds of the relevant articles published between 2001 and 2009 did not formally address CMV, and many that did address CMV relied on relatively weak remedies. These findings have troubling implications for efforts to build knowledge within information technology, operations and supply chain management research. In an effort to strengthen future research designs, we provide recommendations to help scholars to better address CMV. Given the potentially severe effects of CMV, authors should apply the recommended CMV remedies within their survey-based studies, and reviewers should hold authors accountable when they fail to do so.
In this study, we address three research questions: (1) Why are some industrial firms more innovative than others? (2) What effect does innovativeness has on business performance? (3) Does the ...linkage between innovativeness and business performance depend on the environmental context? Accordingly, we draw on various theoretical perspectives to develop hypotheses that propose market orientation, entrepreneurial orientation, and learning orientation as key antecedents to innovativeness, as well as a direct relationship between innovativeness and business performance. A model is devised and tested that examines these relationships in general and in the context of varying market turbulence. Findings confirm the validity of the model and afford various insights on the role of market turbulence in the proposed relationships. Lastly, implications are offered on the antecedents and consequences of organizational innovativeness.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK
For many firms, using their supply chains as competitive weapons has become a central element of the strategic management process in recent years. Drawing on the resource-based view and theory from ...the organizational learning and information-processing literatures, this study uses a sample of 201 firms to examine the influence of a culture of competitiveness and knowledge development on supply chain performance in varied market turbulence conditions. We found that synergies exist between a culture of competitiveness and knowledge development: their interaction has a positive association with performance. In addition, based on behavioral and contingency theories, we found that market turbulence moderates these relationships, having a positive influence on the knowledge development--performance link and a negative influence on the culture of competitiveness--performance link. Managers who are confident about the level of market turbulence they will face can use this sense to decide whether to emphasize developing either a culture of competitiveness or knowledge development in their supply chains. For those firms whose managers are unlikely to be able to predict the degree of turbulence they will face over time, a focus on both a culture of competitiveness and knowledge development is critical to ensuring success.
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BFBNIB, FZAB, GIS, IJS, KILJ, NLZOH, NMLJ, NUK, OILJ, PNG, SAZU, SBCE, SBMB, UL, UM, UPUK
6.
Assessing Performance Outcomes in Marketing Katsikeas, Constantine S.; Morgan, Neil A.; Leonidou, Leonidas C. ...
Journal of marketing,
03/2016, Volume:
80, Issue:
2
Journal Article
Peer reviewed
Research in marketing has increasingly focused on building knowledge about how firms' marketing contributes to performance outcomes. A key precursor to accurately diagnosing the value firms' ...marketing creates is conceptualizing and operationalizing appropriate ways to assess performance outcomes. Yet, to date, there has been little conceptual development and no systematic examination of how researchers in marketing should conceptualize and measure the performance outcomes associated with firms' marketing. The authors develop a theory-based performance evaluation framework and examine the assessment of such performance outcomes in 998 empirical studies published in the top 15 marketing journals from 1981 through 2014. The results reveal a large number of different performance outcome measures used in prior empirical research that may be only weakly related to one another, making it difficult to synthesize findings across studies. In addition, the authors identify significant problems in how performance outcomes in marketing are commonly conceptualized and operationalized. They also reveal several theoretically and managerially important performance areas in which empirical knowledge of marketing's impact is limited or absent. Finally, they examine the implications of the results, provide actionable guidelines for researchers, and suggest a road map for systematically improving research practice in the future.
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This study examines the influence of backward-looking, reference-dependent decisions on forward-looking capital allocation investment choices across business units within a firm. Specifically, we ...develop an integrated behavioral framework for predicting how aspirations for business unit performance affect the efficiency of the internal capital allocation process. Results suggest that, contingent on dispersion in business unit performance and on firm slack, performance aspirations have pervasive effects; current performance above and below aspirations influences the efficiency of the allocation process. Given that prior examinations of aspiration-driven behavior have generally focused on changes in strategic organizational actions (e.g., R&D investment) without further considering the quality or appropriateness of such actions, this study contributes by also focusing on the appropriateness of capital allocations with clear implications for allocation efficiency.
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This study focuses on two dimensions of market orientation and the corresponding dimensions of market knowledge competence: i.e., the customer and competitor dimensions. We examine whether customer ...and competitor orientations are transmuted into market-based innovation either directly, or through customer and competitor knowledge competencies indirectly. The findings support that knowledge competencies are indeed mediators of the positive relationships between orientations and market-based innovation. Also, market-based innovation mediates the positive relationships between customer and competitor knowledge competencies and overall firm performance. A cross-country comparison reveals that, in the U.S. as compared to Chinese firms, customer (or competitor) orientation leads to both higher customer (or competitor) knowledge competence and enhanced market-based innovations; in other words, the model's relationship strengths are greater in U.S. firms, indicating that they are better able to leverage customer (or competitor) orientation to obtain performance consequences.
•We test the market orientation=> market knowledge competence => market-based innovation => firm performance framework•Market knowledge competence mediates the relationship between market orientation and market-based innovations•Market-Based innovations mediate the relationship between market knowledge competence and firm performance•U.S. firms utilize customer and competitor orientation better than Chinese firms
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK
Little is known about why some supply chains perform well while others do not. Drawing on the knowledge-based view of the firm and theory from the information processing and organizational learning ...literatures, we devised a model linking knowledge development to cycle time in strategic supply chains--chains whose members are strategically, operationally, and technologically integrated. Using data from 58 chains in a "Fortune" 500 firm, we found that the knowledge development process explained substantial variance in cycle time.
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Adopting a contingency perspective, the authors present and test a fit-as-moderation model that posits that overall firm performance is influenced by how well the marketing organization's structural ...characteristics (i.e., formalization, centralization, and specialization) and strategic behavioral emphases (i.e., customer, competitor, innovation, and cost control) complement alternative business strategies (i.e., prospector, analyzer, low-cost defender, and differentiated defender). Responses from 228 senior marketing managers provide support for the model and demonstrate that each strategy type requires different combinations of marketing organization structures and strategic behaviors for success.
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