Innovación y desempeño en las empresas de serviciosla interrelación entre las capacidades de marketing dinámicas y operativas

  1. Cruz Ros, Sonia
  2. González Cruz, Tomás Félix
  3. Pérez Cabañero, Carmen
Aldizkaria:
Economía industrial

ISSN: 0422-2784

Argitalpen urtea: 2014

Zenbakien izenburua: Conceptos aactuales en dirección estratégica

Zenbakia: 391

Orrialdeak: 95-104

Mota: Artikulua

DIALNET GOOGLE SCHOLAR lock_openSarbide irekia editor

Beste argitalpen batzuk: Economía industrial

Laburpena

El modo en que las capacidades de marketing impactan sobre la innovación es una cuestión relevante en el ámbito de las empresas de servicios. En este trabajo diferenciamos entre capacidades de marketing dinámicas y operativas, considerando en el primer grupo el conocimiento del mercado, clientes, competidores y tendencias. Analizamos la interacción entre éstas y el modo en el que afectan a la innovación y al desempeño. A partir del estudio de 152 empresas, los resultados muestran que las capacidades de marketing operativas influyen sobre las dinámicas y éstas a su vez sobre la innovación y el desempeño.

Erreferentzia bibliografikoak

  • AMIT, R. y SCHOEMAKER, P. (1993): «Strategic Assets and Organizational Rent». Strategic Management Journal, 14, pp. 33-46.
  • ANDERSON, J.C y GERBING, D.W. (1988): «Estructural equation modeling in practice: A review and recommended two-step approach». Psychological Bulleting, vol. 103, pp.411-423.
  • BRUNI, D.S. y VERONA, G. (2009): «Dynamic marketing capabilities in science-based firms: an exploratory investigation of the pharmaceutical industry». British Journal of Management, vol. 20, pp.101-117.
  • CONANT, J.S.; MOKWA, M.P. y VARADARAJAN, P.R. (1990): «Strategic Types, Distinctive Marketing Competencies y Organizational Performance: A Multiple Measures-Based Study». Strategic Management Journal, vol. 11, nº 5, pp. 365-383.
  • COVIN, J.G.; SLEVIN, D.P. y SCHULTZ, R.L. (1994): “Implementing strategic mission: effective strategic, structural and tactical choices». Journal of Management Studies, Vol.31, pp.481-505.
  • CRUZ ROS, S.; GONZÁLEZ CRUZ, T. y PÉREZ CABAÑERO, C. (2010): «Marketing capabilities, stakeholders’ satisfaction and performance». Service Business, vol. 4 , nº 3/4), pp. 209-223.
  • DARROCH, J. y McNAUGHTON, R. (2003): «Beyond market orientation. Knowledge management and the innovativeness of new Zealand firms». European Journal of Marketing, vol. 37 , nº 3/4, pp. 572-593.
  • DAY, G.S. (1994): «The capabilities of market driven organisations». Journal of marketing, vol. 58, pp.37-52.
  • DEN HERTOG, P.; VAN DER AA, W. y DE JONG, M.W. (2010): «Capabilities for managing service innovation: towards a conceptual framework». Journal of Service Management, vol. 21, nº 4, pp.490-51.
  • DUTTA, S;, NARASIMHAN, O. y RAJIV, S. (1999): «Success in High-Technology Markets: Is Marketing Capability Critical?». Marketing Science, vol.18, nº 4, pp. 547-568.
  • EISENHARDT, K.M. y MARTIN, J.A. (2000): «Dynamic capabilities: What are they?». Strategic Management Journal, vol. 21, pp. 1105-1121.
  • FAHEY, J. y SMITHEE, A. (1999): «Strategic marketing and the resource based view of the firm». Academy of Marketing Science Review, vol. 99, nº 10, pp. 1-23.
  • FANG, E. y ZOU, S. (2009): «Antecedents and consequences of dynamic marketing capabilities in international joint ventures». Journal of International Business Studies, vol. 40, pp. 742-761.
  • FORNELL, C. y LARCKER, D.F. (1981): «Evaluating structural equation models with unobservable variables and measurement error». Journal of Marketing Research, vol. 18, February, pp. 39-50.
  • GAGNON, S. (1999): «Resource-based competition and the new operations strategy». International Journal of Operations & Production Management, vol. 19, nº 2, pp. 125-138.
  • GUDLAVALLETI, S.; GUPTA, S. y NARAYANAN, A. (2013): «Developing wining products for emerging markets». McKinsey Quarterly. Disponible en http://www.mckinsey.com/ insights/innovation/developing_winning_products_for_emer ging_markets
  • GUERRAS MARTÍN, L.A.; MADHOK, A. y MONTORO SÁNCHEZ, A. (2013): «The Evolution of Strategic Mana gement Research: Recent Trends and Current Direc tions». Business Research Quarterly (2013). Disponible en SSRN: http://ssrn.com/ abstract=2374845 o http://dx.doi.org/10.2139/ ssrn.2374845
  • HAX, A. y WILDE D.L. (2001): The Delta Project. Palgrave, New York.
  • HAX, A. (2010): The Delta Model. Reinventing Your Business Strategy. Springer, New York.
  • HAYES R.H. y PISANO, G.P. (1994): «Beyond world class: the new manufacturing strategy». Harvard Business Review, January-February, pp. 77-86.
  • HELFAT, C.E.; FINKEISTEIN, S.; MITCHELL, W.; PETERAF, M.A.; SINGH, H.; TEECE, D.J. et al. (2007): Dynamic capabilities: Understanding strategic change in organizations. Maiden, MA: Blackwell Publishing.
  • HOOLEY, G.J.; FAHY, J.; COX, T.; BERACS, J.; FONFARA, K. y SNOJ, B. (1999): «Marketing Capabilities and Firm Performance: A Hierarchical Model». Journal of Market Focused Management, vol. 4, nº 3, pp. 259-278.
  • HOOLEY, G.J.; GREENLEY, G.E.; CADOGAN, J.W. y FAHY, J. (2005): «The Performance Impact of Marketing resources». Journal of Business Research, vol.58, pp. 18-27.
  • INE (2012): «Informe metodológico estandarizado. Encuesta sobre innovación en las empresas». Instituto Nacional de Estadística. http://www.ine.es/jaxi/menu.do? t ype=pcaxis&path=%2Ft14%2Fp061&file=inebase&L
  • LUSCH, R.F. y VARGO, S.L. (2006): «The Service-Dominant Logic of Marketing: Reactions, Reflections, and Refine ments». Marketing Theory, vol. 6, nº 3, pp. 281-288.
  • KELLOGG, D.L. (2000): «A customer contact measurement model: an extensión». International Journal of Service Industry Management, vol. 11, nº 1, pp. 26-45.
  • KELLOGG D.L. y CHASE, R.B. (1995): «Constructing and Empirically Derived construct for Customer Contact». Management Science, vol. 41, nº 11, pp. 1734-1749.
  • KIM, W.C. y MAUBORGNE, R. (2005): Blue Ocean Strategy. Harvard Business School Press. Boston.
  • LI, T. y CALANTONE, R.J. (1998): «The impact of market knowledge competence on new product advantage: conceptualization and empirical examination». Journal of Marketing, vol. 62, pp.13-29.
  • MADHOK, A. y MARQUES, R. (2013): «Competing on Action: Business Models and the Competitiveness of Emerging Market Enterprises». SSRN: http://ssrn.com/abs tract=2376337 o http://dx.doi.org/10.2139/ssrn.2376337
  • MALHOTRA, N.K.; KIM, S.S. y PATIL, A. (2006): «Common method variance in IS research: a comparison of alternative approaches and a reanalysis of past research». Management Science, vol. 52, nº 12, pp. 1865-1883.
  • MATEAR, S.; GRAY, B.J. y GARRETT, T. (2004): «Market orientation, brand investment, new service development, market position and performance for service organisations». International Journal of Service Industry Management, vol. 15, nº 3/4, pp. 284-301.
  • MOORE, M. y FAIRHUST, A. (2003): «Marketing Capabi lities and Firm Performance in Fashion Retailing». Journal of Fashion Marketing and Management, vol.7, nº 4, pp. 386- 397.
  • MORGAN, N.A.; SLOTEGRAAF, R.J. y VORHIES, D.W. (2009): «Linking marketing capabilities with profit growth». International Journal of Research in Marketing, vol. 26, pp. 284-293.
  • RANGONE, A. (1997): «Linking organizational effectiveness, key success factors and performance measures: an analytical framework». Management Accounting Research, vol. 8, nº 2, pp. 207-219.
  • PRIEM, R.L. (2007): «A consumer perspective on value». Academy of Management Review, vol. 23, nº 1, pp. 219- 235.
  • ROBERTS P.W. y EISENHARDT K.M. (2003): «Austrian insights on strategic organization: from market insights to implications for firms». Strategic Organization, vol. 1, nº 3, pp. 345-352.
  • SLATER, S.F. y NARVER, J.C. (2000): «Intelligence generation and superior customer value». Journal of the Academy of Marketing Science, vol. 28, nº 1, pp.120-127.
  • SMART, D.T. y CONANT, J.S. (1994): «Entrepreneurial orientation, distinctive marketing competencies and organizational performance». Journal of Applied Business Research, vol. 10, nº 3, pp. 28-39.
  • SINGH, J. (2000): «Performance productivity and quality of frontline employees in service organizations». The Journal of Marketing, vol. 64, pp. 15-34.
  • TEECE, D.J.; PISANO, G. y SJHUEN, A. (1997): «Dynamic capabilities and strategic management». Strategic Mana gement Journal, vol. 18, nº 7, pp. 509-533.
  • TEECE, D.J. (2009): Dynamic Capabilities & Strategic Management. Organizing for Innovation and Growth. Oxford University Press. New York.
  • TELLIS, P. y GOLDER, P. (2002): Will and Vision. McGraw Hill, New York.
  • TSAI, M. y SHIH, C. (2004): «The impact of Marketing Knowledge among Managers on Marketing Capabilities and Business Performance». International Journal of Management, vol. 21, nº 4, págs. 524-530.
  • TUOMINEN, M.; MÖLLER, K y RAJALA, A. (1997): «Marketing Capability: A Nexos of Learning-Based Resources and a Prerequisite for Market Orientation». 26th EMAC Conference Proceedings, Warwick, pp. 1220-1240.
  • VARGO, S.L. y LUSCH, R.F. (2008a): «From Goods to Service(s): Divergences and Convergences of Logics». Industrial Marketing Management, vol. 37, nº 3, pp. 254-259
  • VARGO, S.L. y LUSCH R.F. (2008b): «Service-Dominant Logic: Continuing the Evolution», Journal of the Academy of Marketing Science, vol. 36, spring, pp. 1-10.
  • VARGO, S.L. y LUSCH R.F. (2006): «Service-Dominant Logic: What It Is, What It Is Not, What It Might Be», in The Service-Dominant Logic of Marketing: Dialog, Debate, and Directions, R. F. Lusch y S. L. Vargo, eds. Armonk, NY: M.E. Sharpe, pp. 43-56.
  • VARGO, S.L. y LUSCH R.F. (2004a): «Evolving to a New Dominant Logic for Marketing». Journal of Marketing, vol. 68, january, pp. 1-17.
  • VARGO, S.L. y LUSCH R.F. (2004b): «The Four Services Marketing Myths: Remnants from a Manufacturing Model». Journal of Service Research, vol. 6, may, pp. 324-335.
  • VENKATRAMAN, N. (1990): «Performance implications of strategic coalignment: a methodological perspective». Journal of Management Studies, vol. 27, pp. 19-41.
  • VORHIES, D.W.; MORGAN, R.E. y AUTRY, C.W. (2009): «Product-market strategy and the marketing capabilities of the firm: impact on market effectiveness and cash flow performance». Strategic Management Journal, vol. 30, pp. 1310-1334.
  • WEERAWARDENA, J. y MAVONDO, F.T. (2011): «Capabili ties, innovation and competitive advantage». Industrial Marketing Manage ment, Vol.40, pp.1220-1223.
  • Weerawardena, J. (2003): «The role of marketing capability in innovation-based competitive strategy». Journal of Strategic Management, vol. 11, pp. 15-35.
  • WINTER, S.G. (2003): «Understanding Dynamic Capabi lities». Strategic Management Journal, vol. 24, pp. 991-995.
  • ZAHRA, S.A.; SAPIENZA, H.J. y DAVIDSSON, P. (2006): «Entrepreneurship and dynamic capabilities: a review, model and research agenda». Journal of Management Studies, vol. 43, nº 4, pp. 917-955.
  • ZHAO, M. y STANK, T.P. (2003): «Interactions between operational and relational capabilities in fast food service delivery». Transportation Research, part E 39, pp. 161-173.
  • ZOLLO, M. y WINTER, S. (2002): «Deliberate learning and the evolution of dynamic capabilities». Organization Science, vol. 13, nº 3, pp. 339-351.
Datuen iturria: Dialnet