Secondly how do antecedents executive vision for

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Unformatted text preview: rvival? Secondly, how do antecedents (executive vision for globalization, international entrepreneurial culture, advanced technology growth, and volatile competition forces) affect dynamic global marketing strategy? Thirdly, how do technology adaptation competency and international experience moderate the relationships of antecedents and dynamic global marketing strategy? Fourthly, how does competitive munificence moderate the relationships among dynamic global marketing strategy and global marketing outcomes? Finally, how do innovation outcomes affect firm survival? This research is organized as follows. In the next section, we review the relevant literature and develop the research statement. Then, we detail the methodology used to design the empirical study. Finally the results are presented and we conclude by discussing the findings, the contributions, and suggesting future research opportunities. 2. RELEVANT LITERATURE REVIEW AND RESEARCH HYPOTHESES Relevant literature is developed for the conceptual framework shown in Figure 1 based on extant research. The framework depicts the impact of global marketing strategy on firm survival via customer participation efficiency, marketing advantage sustainability, market acceptance quality, marketing excellence, and marketing performance by using technology adaptation competency, international experience and competitive munificence as moderators. The conceptual framework employed is derived from considerations of dynamic capabilities. From the dynamic capabilities perspective, dynamic capabilities is defined as a firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments (Teece, Pisano, and Schuen, 1997). A firm’s processes use resources by specifically processes to integrate, reconfigure, gain and release resources to match or even create market change (Eisenhardt and Martin, 2000). Many researchers find dynamic capabilities potentially powerful explanation for sustainable competitive advantage sources in dynamic environments (Teece and Pisano, 1994; Eisenhardt and Martin, 2000; Helfat and Peteraf, 2003; Dutta, Narasimhan and...
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This document was uploaded on 01/28/2014.

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