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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.
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    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.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of Business Research.

    Volume (Year): 64 (2011)
    Issue (Month): 10 (October)
    Pages: 1074-1081

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    Handle: RePEc:eee:jbrese:v:64:y:2011:i:10:p:1074-1081

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    Web page: http://www.elsevier.com/locate/jbusres

    Related research

    Keywords: Marketing capabilities Resource-based view of the firm Complementarities Employee development Customer satisfaction Performance;

    References

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    1. Frank Mueller, 1996. "Human Resources As Strategic Assets: An Evolutionary Resource-Based Theory," Journal of Management Studies, Wiley Blackwell, vol. 33(6), pages 757-785, November.
    2. Hooley, Graham J. & Greenley, Gordon E. & Cadogan, John W. & Fahy, John, 2005. "The performance impact of marketing resources," Journal of Business Research, Elsevier, vol. 58(1), pages 18-27, January.
    3. Burmann, Christoph & Jost-Benz, Marc & Riley, Nicola, 2009. "Towards an identity-based brand equity model," Journal of Business Research, Elsevier, vol. 62(3), pages 390-397, March.
    4. Avlonitis, George J. & Panagopoulos, Nikolaos G., 2007. "Exploring the influence of sales management practices on the industrial salesperson: A multi-source hierarchical linear modeling approach," Journal of Business Research, Elsevier, vol. 60(7), pages 765-775, July.
    5. Vikas Mittal & Eugene W. Anderson & Akin Sayrak & Pandu Tadikamalla, 2005. "Dual Emphasis and the Long-Term Financial Impact of Customer Satisfaction," Marketing Science, INFORMS, vol. 24(4), pages 544-555, August.
    6. Chonko, Lawrence B. & Dubinsky, Alan J. & Jones, Eli & Roberts, James A., 2003. "Organizational and individual learning in the sales force: an agenda for sales research," Journal of Business Research, Elsevier, vol. 56(12), pages 935-946, December.
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    Cited by:
    1. Cui, Annie Peng & Hu, Michael Y. & Griffith, David A., 2014. "What makes a brand manager effective?," Journal of Business Research, Elsevier, vol. 67(2), pages 144-150.

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