TY - JOUR
T1 - Broadening the scope of the resource-based view in marketing
T2 - The contingency role of institutional factors
AU - Auh, Seigyoung
AU - Menguc, Bulent
N1 - Funding Information:
The work described in this paper was fully supported by a grant from the Research Grants Committee of the Faculty of Economics and Commerce, the University of Melbourne. Both authors were affiliated with the University of Melbourne when the research grant was awarded.
PY - 2009/10
Y1 - 2009/10
N2 - Drawing on the resource-based view (RBV) of the firm and institutional theory, the authors propose and test an integrated model in an industrial marketing context that expands the boundaries of the RBV to incorporate institutional factors pertaining to societal and political issues. The rationale for taking such an integrated approach stems from the knowledge that firm performance can be explained better by incorporating not only the inability of managers to take particular actions but also their reluctance or unwillingness to pursue those behaviors. The authors develop an integrated model that tests (1) the direct effect of marketing institutional factors on the development of marketing RBV factors and (2) the moderating role of marketing institutional factors on the performance effect of marketing RBV factors. The empirical results indicate general support for the hypotheses, and this research provides several implications for broadening the scope of the RBV in marketing by underscoring how fit between marketing resources and the context in which those resources are deployed affects firm performance.
AB - Drawing on the resource-based view (RBV) of the firm and institutional theory, the authors propose and test an integrated model in an industrial marketing context that expands the boundaries of the RBV to incorporate institutional factors pertaining to societal and political issues. The rationale for taking such an integrated approach stems from the knowledge that firm performance can be explained better by incorporating not only the inability of managers to take particular actions but also their reluctance or unwillingness to pursue those behaviors. The authors develop an integrated model that tests (1) the direct effect of marketing institutional factors on the development of marketing RBV factors and (2) the moderating role of marketing institutional factors on the performance effect of marketing RBV factors. The empirical results indicate general support for the hypotheses, and this research provides several implications for broadening the scope of the RBV in marketing by underscoring how fit between marketing resources and the context in which those resources are deployed affects firm performance.
KW - CEO background
KW - Institutional theory
KW - Market orientation
KW - Politics in marketing decision making
KW - Resource-based view of the firm
KW - Transformational leadership
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U2 - 10.1016/j.indmarman.2008.02.011
DO - 10.1016/j.indmarman.2008.02.011
M3 - Article
AN - SCOPUS:70349328566
SN - 0019-8501
VL - 38
SP - 757
EP - 768
JO - Industrial Marketing Management
JF - Industrial Marketing Management
IS - 7
ER -