Value innovation and marketing capabilities in dynamic environments : a dynamic capability perspective
Gespeichert in:
| Autor*in: |
Kachouie, Reza [verfasserIn] Mavondo, Felix T. [verfasserIn] Ambrosini, Veronique [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2024 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Journal of strategic marketing - London : Routledge, 1993, 32(2024), 1, Seite 49-64 |
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| Übergeordnetes Werk: |
volume:32 ; year:2024 ; number:1 ; pages:49-64 |
| Links: |
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| DOI / URN: |
10.1080/0965254X.2022.2129748 |
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| Katalog-ID: |
1891938797 |
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| 982 | |2 26 |1 00 |x DE-206 |b In highly competitive markets, organizations need to engage in the disruptive type of innovation to create superior value for customers. Drawing on the dynamic capabilities view; this paper explores value innovation as a dynamic capability for reconfiguring the resource-base of the organization in pursuit of competitive advantage. This paper first investigates the mediating role of operational marketing capabilities, namely pricing, product development, channel management, and marketing implementation, in the relationship between value innovation and organizational outcomes. Secondly, it explores the moderating effects of environmental dynamism in terms of market turbulence and technological turbulence in the relationship between value innovation and marketing capabilities. The study, employing structural equation modelling, is based on data from 414 senior managers. The findings indicate that value innovation positively affects these operational marketing capabilities, which in turn leads to enhanced organizational outcomes. Further, in more turbulent environments, the relationship between value innovation and operational marketing capabilities is stronger. | ||
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10.1080/0965254X.2022.2129748 doi (DE-627)1891938797 (DE-599)KXP1891938797 DE-627 ger DE-627 rda eng Kachouie, Reza verfasserin aut Value innovation and marketing capabilities in dynamic environments a dynamic capability perspective Reza Kachouie, Felix T. Mavondo and Véronique Ambrosini 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capabilities (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 marketing capabilities (dpeaa)DE-206 Value innovation (dpeaa)DE-206 Mavondo, Felix T. verfasserin aut Ambrosini, Veronique verfasserin (DE-588)1285036069 (DE-627)1840946652 aut Enthalten in Journal of strategic marketing London : Routledge, 1993 32(2024), 1, Seite 49-64 Online-Ressource (DE-627)320606392 (DE-600)2020800-5 (DE-576)263253562 1466-4488 nnns volume:32 year:2024 number:1 pages:49-64 https://www.tandfonline.com/doi/pdf/10.1080/0965254X.2022.2129748 Verlag lizenzpflichtig https://doi.org/10.1080/0965254X.2022.2129748 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 32 2024 1 49-64 26 01 0206 4540752758 x1z 20-06-24 26 00 DE-206 In highly competitive markets, organizations need to engage in the disruptive type of innovation to create superior value for customers. Drawing on the dynamic capabilities view; this paper explores value innovation as a dynamic capability for reconfiguring the resource-base of the organization in pursuit of competitive advantage. This paper first investigates the mediating role of operational marketing capabilities, namely pricing, product development, channel management, and marketing implementation, in the relationship between value innovation and organizational outcomes. Secondly, it explores the moderating effects of environmental dynamism in terms of market turbulence and technological turbulence in the relationship between value innovation and marketing capabilities. The study, employing structural equation modelling, is based on data from 414 senior managers. The findings indicate that value innovation positively affects these operational marketing capabilities, which in turn leads to enhanced organizational outcomes. Further, in more turbulent environments, the relationship between value innovation and operational marketing capabilities is stronger. |
| spelling |
10.1080/0965254X.2022.2129748 doi (DE-627)1891938797 (DE-599)KXP1891938797 DE-627 ger DE-627 rda eng Kachouie, Reza verfasserin aut Value innovation and marketing capabilities in dynamic environments a dynamic capability perspective Reza Kachouie, Felix T. Mavondo and Véronique Ambrosini 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capabilities (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 marketing capabilities (dpeaa)DE-206 Value innovation (dpeaa)DE-206 Mavondo, Felix T. verfasserin aut Ambrosini, Veronique verfasserin (DE-588)1285036069 (DE-627)1840946652 aut Enthalten in Journal of strategic marketing London : Routledge, 1993 32(2024), 1, Seite 49-64 Online-Ressource (DE-627)320606392 (DE-600)2020800-5 (DE-576)263253562 1466-4488 nnns volume:32 year:2024 number:1 pages:49-64 https://www.tandfonline.com/doi/pdf/10.1080/0965254X.2022.2129748 Verlag lizenzpflichtig https://doi.org/10.1080/0965254X.2022.2129748 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 32 2024 1 49-64 26 01 0206 4540752758 x1z 20-06-24 26 00 DE-206 In highly competitive markets, organizations need to engage in the disruptive type of innovation to create superior value for customers. Drawing on the dynamic capabilities view; this paper explores value innovation as a dynamic capability for reconfiguring the resource-base of the organization in pursuit of competitive advantage. This paper first investigates the mediating role of operational marketing capabilities, namely pricing, product development, channel management, and marketing implementation, in the relationship between value innovation and organizational outcomes. Secondly, it explores the moderating effects of environmental dynamism in terms of market turbulence and technological turbulence in the relationship between value innovation and marketing capabilities. The study, employing structural equation modelling, is based on data from 414 senior managers. The findings indicate that value innovation positively affects these operational marketing capabilities, which in turn leads to enhanced organizational outcomes. Further, in more turbulent environments, the relationship between value innovation and operational marketing capabilities is stronger. |
| allfields_unstemmed |
10.1080/0965254X.2022.2129748 doi (DE-627)1891938797 (DE-599)KXP1891938797 DE-627 ger DE-627 rda eng Kachouie, Reza verfasserin aut Value innovation and marketing capabilities in dynamic environments a dynamic capability perspective Reza Kachouie, Felix T. Mavondo and Véronique Ambrosini 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capabilities (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 marketing capabilities (dpeaa)DE-206 Value innovation (dpeaa)DE-206 Mavondo, Felix T. verfasserin aut Ambrosini, Veronique verfasserin (DE-588)1285036069 (DE-627)1840946652 aut Enthalten in Journal of strategic marketing London : Routledge, 1993 32(2024), 1, Seite 49-64 Online-Ressource (DE-627)320606392 (DE-600)2020800-5 (DE-576)263253562 1466-4488 nnns volume:32 year:2024 number:1 pages:49-64 https://www.tandfonline.com/doi/pdf/10.1080/0965254X.2022.2129748 Verlag lizenzpflichtig https://doi.org/10.1080/0965254X.2022.2129748 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 32 2024 1 49-64 26 01 0206 4540752758 x1z 20-06-24 26 00 DE-206 In highly competitive markets, organizations need to engage in the disruptive type of innovation to create superior value for customers. Drawing on the dynamic capabilities view; this paper explores value innovation as a dynamic capability for reconfiguring the resource-base of the organization in pursuit of competitive advantage. This paper first investigates the mediating role of operational marketing capabilities, namely pricing, product development, channel management, and marketing implementation, in the relationship between value innovation and organizational outcomes. Secondly, it explores the moderating effects of environmental dynamism in terms of market turbulence and technological turbulence in the relationship between value innovation and marketing capabilities. The study, employing structural equation modelling, is based on data from 414 senior managers. The findings indicate that value innovation positively affects these operational marketing capabilities, which in turn leads to enhanced organizational outcomes. Further, in more turbulent environments, the relationship between value innovation and operational marketing capabilities is stronger. |
| allfieldsGer |
10.1080/0965254X.2022.2129748 doi (DE-627)1891938797 (DE-599)KXP1891938797 DE-627 ger DE-627 rda eng Kachouie, Reza verfasserin aut Value innovation and marketing capabilities in dynamic environments a dynamic capability perspective Reza Kachouie, Felix T. Mavondo and Véronique Ambrosini 2024 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier dynamic capabilities (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 marketing capabilities (dpeaa)DE-206 Value innovation (dpeaa)DE-206 Mavondo, Felix T. verfasserin aut Ambrosini, Veronique verfasserin (DE-588)1285036069 (DE-627)1840946652 aut Enthalten in Journal of strategic marketing London : Routledge, 1993 32(2024), 1, Seite 49-64 Online-Ressource (DE-627)320606392 (DE-600)2020800-5 (DE-576)263253562 1466-4488 nnns volume:32 year:2024 number:1 pages:49-64 https://www.tandfonline.com/doi/pdf/10.1080/0965254X.2022.2129748 Verlag lizenzpflichtig https://doi.org/10.1080/0965254X.2022.2129748 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 32 2024 1 49-64 26 01 0206 4540752758 x1z 20-06-24 26 00 DE-206 In highly competitive markets, organizations need to engage in the disruptive type of innovation to create superior value for customers. Drawing on the dynamic capabilities view; this paper explores value innovation as a dynamic capability for reconfiguring the resource-base of the organization in pursuit of competitive advantage. This paper first investigates the mediating role of operational marketing capabilities, namely pricing, product development, channel management, and marketing implementation, in the relationship between value innovation and organizational outcomes. Secondly, it explores the moderating effects of environmental dynamism in terms of market turbulence and technological turbulence in the relationship between value innovation and marketing capabilities. The study, employing structural equation modelling, is based on data from 414 senior managers. The findings indicate that value innovation positively affects these operational marketing capabilities, which in turn leads to enhanced organizational outcomes. Further, in more turbulent environments, the relationship between value innovation and operational marketing capabilities is stronger. |
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26 00 DE-206 In highly competitive markets, organizations need to engage in the disruptive type of innovation to create superior value for customers. Drawing on the dynamic capabilities view; this paper explores value innovation as a dynamic capability for reconfiguring the resource-base of the organization in pursuit of competitive advantage. This paper first investigates the mediating role of operational marketing capabilities, namely pricing, product development, channel management, and marketing implementation, in the relationship between value innovation and organizational outcomes. Secondly, it explores the moderating effects of environmental dynamism in terms of market turbulence and technological turbulence in the relationship between value innovation and marketing capabilities. The study, employing structural equation modelling, is based on data from 414 senior managers. The findings indicate that value innovation positively affects these operational marketing capabilities, which in turn leads to enhanced organizational outcomes. Further, in more turbulent environments, the relationship between value innovation and operational marketing capabilities is stronger Value innovation and marketing capabilities in dynamic environments a dynamic capability perspective Reza Kachouie, Felix T. Mavondo and Véronique Ambrosini dynamic capabilities (dpeaa)DE-206 environmental dynamism (dpeaa)DE-206 marketing capabilities (dpeaa)DE-206 Value innovation (dpeaa)DE-206 |
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