Management and Marketing - Research Publications
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ItemLessons learned from renewable electricity marketing attempts: A case study(ELSEVIER SCIENCE BV, 2008-05-01)
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ItemFinancial Champions and Masters of Innovation: Analyzing the Effects of Balancing Strategic Orientations(WILEY, 2009-11)Theory predicts that market and resource orientations can each lead to innovation and financial success. Despite this, no research has examined whether the pursuit of both resource and market orientations is feasible and, if so, the impact of this combined effect on innovative and financial outcomes. This paper aims to address these gaps. Thus, it is the first to examine the interdependent relationship between market orientation (MO) and resource orientation (RO). Additionally, this study responds to calls for (1) cross‐disciplinary research, particularly in the areas of marketing and strategic management, and (2) comparative studies of diverse strategic orientations on performance. In doing so, this paper investigates the difference in innovation performance and financial performance between firms adopting a high or low degree of market orientation or a high or low degree of resource orientation. This allows us to observe independent and interdependent effects of these orientations on the firm's performance. Data were collected from 250 senior executives in Australia. Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures used. A two‐way between‐groups analysis of variance (ANOVA) was used to evaluate the relationships. Results show the emergence of four organizational types: unfocused imitators or followers; market‐driven innovators; masters of innovation; and financial champions. From these, financial champions emerge as having the greatest impact on the financial performance of the firm, while masters of innovation are best for maximizing innovation outcomes. In fact, organizations with a high RO in the matrix (masters of innovation and financial champions) achieved a higher impact on innovation relative to the quadrants reflecting a lower MO. Results also demonstrate that pursuing a low degree of resource and market orientations leads to inferior financial performance. Therefore, a balance of resource and market orientations is important. A potential extension of this research is to assess these relationships on an industry‐by‐industry basis. This would contribute to our knowledge by allowing us to determine if and how these results differ between industries. Managerial and theoretical implications are also discussed.
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ItemDriving a resource orientation: reviewing the role of resource and capability characteristics(EMERALD GROUP PUBLISHING LTD, 2007)Purpose This study seeks to introduce the role of resource and capability characteristics as drivers of a resource orientation (RO) and to examine empirically these relationships in different market conditions. Design/methodology/approach This study was conducted using a nation‐wide survey distributed to key informants of multiple business units. Multiple regression was used to assess the relationships. RO is used as a proxy for the implementation of the resource‐based view (RBV). The RO is also tested against performance outcomes to examine the robustness of the model that has been examined. Findings Findings showed significant relationships between resource and capability characteristics and RO. These relationships were shown to be robust across various market conditions. RO also depicted significant, positive relationships with all four performance indicators that were assessed. Industry conditions were found to strengthen some of these relationships. Research limitations/implications The results are limited to cross‐sectional data that prevent the determination of causality. In addition, it is a nation‐specific study that may not be generalisable to alternative settings. This presents an opportunity for further research to replicate this study in other nations and/or industries. The research presents implications for further theory development and suggests that management can focus on developing unique resource bundles to improve company performance; however, they will need to be attentive to the competitive environment in which they compete. Originality/value This is the first study that empirically evaluates drivers of an RO and further tests the scale that was applied by Paladino. Additionally, this study illustrates that the RBV can be empirically tested through the use of an RO to have a demonstrable impact on financial and non‐financial elements of performance.
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ItemInvestigating the drivers of innovation and new product success: A comparison of strategic orientations(WILEY, 2007-11)The notion of producing innovations and achieving new product success has received a great deal of attention. Though many have investigated these effects in marketing and various fields within management, there has been little cross‐fertilization between fields of study to explain the basis for this superior performance. Though research has examined the resource‐based view (RBV) and market orientation individually, none has evaluated and compared their effect on firm innovation and new product success in one study. Furthermore, although empirical work has been conducted between market orientation and organizational learning, comparatively less research has been conducted to evaluate the relationship between organizational learning and the RBV to examine their combined effects on a firm's ability to innovate and succeed. Subsequently, the purpose of the present article is to investigate whether a focus on the customer (i.e., market orientation) or the firm (i.e., RBV) will drive the ability to (1) innovate within the firm and (2) succeed in terms of new product success, financial performance, market share, and customer value. The present article examines the relationship between organizational learning and the RBV and market orientation. It presents an empirically testable framework that investigates the relationship that RBV and market orientation have with performance outcomes. Data were collected from 249 senior executives. LISREL was applied to evaluate the relationships. Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures used. Findings show that organizational learning is strongly associated with market orientation, which in turn impacts various performance outcomes including customer value. The RBV had a significant relationship with new product success. These results suggest that managers seeking innovation and new product success should focus less on the provision of customer value. Instead they should look toward developing their resources within the firm, including investing in human resources, to ultimately provide value to the firm. Findings indicate that this unique offering—innovations—will have an indirect effect on customer value and financial performance. In contrast, those in pursuit of positive financial performance and customer value should focus on the development of market orientation. Even though this will not necessarily lead to the development of innovative processes and new product success according to the present study, this approach may lead to a greater market share in the long term. This article reviews theoretical and managerial implications in more depth, providing an impetus for further research.
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