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Product-market planning capability and profitability

journal contribution
posted on 13.08.2020 by Paul Hughes, Ian Hodgkinson, Robert Morgan, Mathew Hughes, Chih-Hsien Hughes
We test the profit implication of product-market planning as a dynamic capability, from a contingency theory perspective. Among a sample of high-technology industrial organizations, we find that product-market planning capability is significantly and positively related to profits under marketing differentiation, but negative implications ensue for those adopting cost efficiency strategies. Pursuing hybrid strategies has no significant effect, while technological turbulence also has no moderating effect. Additional analysis establishes the temporal effects of product-market planning capability on 3-year lagged profits. These differential results are considered within a contingency framework. Implications are identified and discussed for industrial marketing management theory and practice.

History

School

  • Business and Economics

Department

  • Business

Published in

Industrial Marketing Management

Publisher

Elsevier

Version

AM (Accepted Manuscript)

Publisher statement

This paper was accepted for publication in the journal Industrial Marketing Management and the definitive published version is available at [insert DOI link http://dx.doi.org/

Acceptance date

09/08/2020

ISSN

0019-8501

Language

en

Depositor

Prof Mat Hughes Deposit date: 10 August 2020

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