The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance

O'Cass, Aron and Weerawardena, Jay (2010) The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance. Industrial Marketing Management, 39 4: 571-581. doi:10.1016/j.indmarman.2009.04.002

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Author O'Cass, Aron
Weerawardena, Jay
Title The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance
Journal name Industrial Marketing Management   Check publisher's open access policy
ISSN 0019-8501
Publication date 2010-05
Year available 2009
Sub-type Article (original research)
DOI 10.1016/j.indmarman.2009.04.002
Volume 39
Issue 4
Start page 571
End page 581
Total pages 11
Editor LaPlaca, P. J.
Place of publication New York, N.Y.
Publisher Elsevier
Collection year 2010
Language eng
Subject C1
150503 Marketing Management (incl. Strategy and Customer Relations)
910403 Marketing
Abstract Since the early 1990s the theoretical and practical issues associated with organizational capabilities have been a major research focus in marketing. However, there has been little focus simultaneously on industry environment and internal competitive capability development. A manager's perception of his/her industry environment has the potential to impact the firm's marketing-related capability development through their strategic responses to their perception of the environment. This paper advocates that managers (i.e., firms) perceiving their industry environment as turbulent will develop superior market learning and marketing capabilities. Market learning will assist in the process of building superior marketing capabilities. Both capabilities lead to higher brand performance. To explore these issues a study was designed to measure perceived industry competitive intensity, market learning and marketing capabilities. Data were gathered from senior managers of commercial firms and the results largely support the hypothesized theoretical relationship that industry competitive intensity influences market learning activity and marketing capability development. Interestingly, the study findings suggest that market learning impacts brand performance through marketing capability. The findings significantly contribute to the debate on the influence of the competitive environment on a firm's internal capability development which suggests the need for further research to examine the industry competitive intensity–internal capabilities–firm performance relationship.
Keyword Industry competitive intensity
Market-focused learning
Marketing capabilities
Brand performance
Research & development
Resource-based View
Firm Performance
Strategic Management
Empirical-examination
Organizational Performance
Orientation
Advantage
Product
Environment
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Received 19 December 2007; revised 17 April 2009; accepted 20 April 2009. Available online 4 June 2009.

Document type: Journal Article
Sub-type: Article (original research)
Collections: 2010 Higher Education Research Data Collection
UQ Business School Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 30 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 45 times in Scopus Article | Citations
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Created: Tue, 20 Oct 2009, 11:07:33 EST by Karen Morgan on behalf of UQ Business School