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Leveraging firm-level marketing capabilities with marketing employee development

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  • Orr, Linda M.
  • Bush, Victoria D.
  • Vorhies, Douglas W.

Abstract

Using the theoretical foundations of the resource-based view of the firm, this study develops and measures marketing employee development capabilities and investigates how it moderates the relationships between brand and customer relationship management capabilities and firm performance outcomes. Based on a random sample survey of chief marketing executives from selected industries, combined with objective firm performance indicators and controls, results demonstrate that marketing employee development capabilities can leverage the relationships between firm-level marketing capabilities and customer satisfaction, market effectiveness, and objective financial performance. Further, these results show that such capabilities can be complementary and, in some cases, even substitute for each other, which improves organizational performance. Implications for researchers and marketing managers are discussed.

Suggested Citation

  • Orr, Linda M. & Bush, Victoria D. & Vorhies, Douglas W., 2011. "Leveraging firm-level marketing capabilities with marketing employee development," Journal of Business Research, Elsevier, vol. 64(10), pages 1074-1081, October.
    • Handle: RePEc:eee:jbrese:v:64:y:2011:i:10:p:1074-1081
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    7. Meisam Latifi & Zakieh Shooshtarian, 2014. "The Effects Of Organizational Structure On Organizational Trust And Effectiveness," Polish Journal of Management Studies, Czestochowa Technical University, Department of Management, vol. 10(2), pages 73-84, December.
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