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Article: Antecedents and consequences of marketing dynamic capabilities in international joint ventures

TitleAntecedents and consequences of marketing dynamic capabilities in international joint ventures
Authors
KeywordsInternational joint venture
Dynamic capabilities
Performance
Marketing
Issue Date2009
Citation
Journal of International Business Studies, 2009, v. 40, n. 5, p. 742-761 How to Cite?
AbstractThe influence of firms' dynamic capabilities on performance has been well articulated in the strategy literature. Yet conceptualization and operationalization of dynamic capabilities in marketing function have not been attempted, and empirical evidence substantiating the effect of dynamic capabilities is scarce. This research develops a conceptualization of marketing dynamic capabilities (MDCs), investigates their development in international joint ventures (IJVs), and explores their effect on IJVs' performance and competitive advantage. Using a dyadic dataset collected from top managers of IJVs in China, as well as objective performance data collected separately, the study found empirical support for the effect of MDCs on IJVs' competitive advantage and performance. In addition, MDCs are found to be influenced by IJV resource magnitude, resource complementarity, organizational culture, and organizational structure. The theoretical implications of our findings and future research directions are also discussed. © 2009 Academy of International Business All rights reserved.
Persistent Identifierhttp://hdl.handle.net/10722/230835
ISSN
2015 Impact Factor: 3.62
2015 SCImago Journal Rankings: 4.208

 

DC FieldValueLanguage
dc.contributor.authorFang, E.-
dc.contributor.authorZou, Shaoming-
dc.date.accessioned2016-09-01T06:06:55Z-
dc.date.available2016-09-01T06:06:55Z-
dc.date.issued2009-
dc.identifier.citationJournal of International Business Studies, 2009, v. 40, n. 5, p. 742-761-
dc.identifier.issn0047-2506-
dc.identifier.urihttp://hdl.handle.net/10722/230835-
dc.description.abstractThe influence of firms' dynamic capabilities on performance has been well articulated in the strategy literature. Yet conceptualization and operationalization of dynamic capabilities in marketing function have not been attempted, and empirical evidence substantiating the effect of dynamic capabilities is scarce. This research develops a conceptualization of marketing dynamic capabilities (MDCs), investigates their development in international joint ventures (IJVs), and explores their effect on IJVs' performance and competitive advantage. Using a dyadic dataset collected from top managers of IJVs in China, as well as objective performance data collected separately, the study found empirical support for the effect of MDCs on IJVs' competitive advantage and performance. In addition, MDCs are found to be influenced by IJV resource magnitude, resource complementarity, organizational culture, and organizational structure. The theoretical implications of our findings and future research directions are also discussed. © 2009 Academy of International Business All rights reserved.-
dc.languageeng-
dc.relation.ispartofJournal of International Business Studies-
dc.subjectInternational joint venture-
dc.subjectDynamic capabilities-
dc.subjectPerformance-
dc.subjectMarketing-
dc.titleAntecedents and consequences of marketing dynamic capabilities in international joint ventures-
dc.typeArticle-
dc.description.natureLink_to_subscribed_fulltext-
dc.identifier.doi10.1057/jibs.2008.96-
dc.identifier.scopuseid_2-s2.0-67650917075-
dc.identifier.volume40-
dc.identifier.issue5-
dc.identifier.spage742-
dc.identifier.epage761-
dc.identifier.eissn1478-6990-

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