Leveraging firm-level marketing capabilities with marketing employee development ☆

Resource-based view of the firm Complementarities Employee development Customer satisfaction Performance 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

Improving Marketing Capabilities and Firm Financial Performance via Marketing Exploration and Exploitation

Evidence within the marketing literature has shown that marketing capabilities are important drivers of firm performance. However, very little is known about how firms improve their marketing capabilities via the embedding of new market knowledge. Organizational learning theory provides us with a theoretical lens through which we can examine how existing customer-focused marketing capabilities may be improved and new customer-focused marketing capabilities may be created via marketing exploitation and exploration capabilities. In addition, this study investigates whether ambidexterity in marketing exploration and exploitation exists and finds that firms cannot do both at high levels without risking a negative impact on customer-focused marketing capabilities. This study also presents findings demonstrating how improving the two customer-focused marketing capabilities in our study, brand management and customer relationship management, impacts objective financial performance

Product-market strategy and the marketing capabilities of the firm: impact on market effectiveness and cash flow performance

We report on two studies (a single and a multi-industry) that empirically investigate a nomological network of relationships between strategic business unit product-market strategy (differentiation, cost-focus, and product-market scope), marketing capabilities (architectural and specialized capabilities, as well as their integration), and business unit performance (market effectiveness and subsequent one-year objective cash flow), along with a series of controls. Addressing important lacunae in the resource-based view our main research objective is to augment understanding of how critical firm-level marketing capabilities enable the realization of strategy, thus, further advancing both the resource-based view and more recent capabilities theorizing. Specifically, we test seven hypotheses and find strong evidence that both architectural and specialized marketing capabilities, and their integration, positively mediate the product-market strategy and derived business unit performance relationship. In contrast to many extant studies, both survey and objectively measured data are combined, and because the secondary data collected contains both resource-level (input) data and subsequent one-year financial data, a higher level of confidence may be attributable to our findings

Leveraging firm-level marketing capabilities with marketing employee development

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.Marketing capabilities Resource-based view of the firm Complementarities Employee development Customer satisfaction Performance

Development of the medication adherence estimation and differentiation scale (MEDS)

Objectives: To develop a self-reported measure for medication adherence and compare its ability to predict the proportion of days covered (PDC) with contemporary scales. Methods: Retrospective prescription fill data from three community pharmacies in the Southeastern US were assessed to identify patients that were 18 years of age or older, and had received at least one medication for diabetes, hypertension, or dyslipidemia. A cross-sectional survey containing the Medication adherence Estimation and Differentiation Scale (MEDS) was administered among these pharmacy patrons. The MEDS assessed the extent and reasons for non-adherence. Survey responses were anonymously linked with retrospective prescription fill data. A total of 685 patients were sampled. The proportion of days covered (PDC) was used as the criterion measure. The Morisky, Green, and Levine Adherence Scale (1986 Morisky scale) and the Medication Adherence Reasons Scale (MAR-Scale) were used as comparators. Results: The MEDS presented a five-factor solution—worries about side-effects, worries about addiction, worries about cost, lack of perceived need, and unintentional non-adherence (CFI = 0.97; RMSEA = 0.06; SRMR = 0.03; standardized factor loadings greater than 0.5, and statistically significant). The relationship between MEDS scores and PDC was statistically significant (unstandardized regression coefficient = –0.50, p \u3c .01). The MEDS performed better than the 1986 Morisky scale (R2 = 0.02 vs 0.05, standardized regression coefficient = –0.13 vs –0.21) and the MAR-Scale (R2 = 0.02 vs 0.05, standardized regression coefficient = –0.12 vs –0.21) in predicting PDC. Conclusions: The MEDS demonstrated good psychometric properties and performed better than the comparator scales in the prediction of PDC