Is more capability always beneficial for firm performance? Market orientation, core business process capabilities and business environmentCitation formats

  • External authors:
  • Johanna Frösén
  • Henrikki Tikkanen
  • Jaakko Aspara
  • Antti Vassinen
  • Petri Parvinen

Standard

Is more capability always beneficial for firm performance? Market orientation, core business process capabilities and business environment. / Jaakkola, Matti; Frösén, Johanna; Tikkanen, Henrikki; Aspara, Jaakko; Vassinen, Antti; Parvinen, Petri.

In: Journal of Marketing Management, Vol. 32, No. 13-14, 01.09.2016, p. 1359-1385.

Research output: Contribution to journalArticlepeer-review

Harvard

Jaakkola, M, Frösén, J, Tikkanen, H, Aspara, J, Vassinen, A & Parvinen, P 2016, 'Is more capability always beneficial for firm performance? Market orientation, core business process capabilities and business environment', Journal of Marketing Management, vol. 32, no. 13-14, pp. 1359-1385. https://doi.org/10.1080/0267257X.2016.1181098

APA

Jaakkola, M., Frösén, J., Tikkanen, H., Aspara, J., Vassinen, A., & Parvinen, P. (2016). Is more capability always beneficial for firm performance? Market orientation, core business process capabilities and business environment. Journal of Marketing Management, 32(13-14), 1359-1385. https://doi.org/10.1080/0267257X.2016.1181098

Vancouver

Author

Jaakkola, Matti ; Frösén, Johanna ; Tikkanen, Henrikki ; Aspara, Jaakko ; Vassinen, Antti ; Parvinen, Petri. / Is more capability always beneficial for firm performance? Market orientation, core business process capabilities and business environment. In: Journal of Marketing Management. 2016 ; Vol. 32, No. 13-14. pp. 1359-1385.

Bibtex

@article{bade7ab4ac3840168bf829a7f106176a,
title = "Is more capability always beneficial for firm performance? Market orientation, core business process capabilities and business environment",
abstract = "This study examines the role of capabilities in core marketing-related business processes–product development management (PDM), supply chain management (SCM) and customer relationship management (CRM)–in translating a firm{\textquoteright}s market orientation (MO) into firm performance. The study is the first to examine the interplay of all three business process capabilities simultaneously, while investigating how environmental conditions moderate their performance effects. A moderated mediation analysis of 468 product-focused firms finds that PDM and CRM process capabilities play important mediating roles, whereas SCM process capability does not mediate the relationship between MO and performance. However, the relative importance of the capabilities as mediators varies along the degree of environmental turbulence, and under certain conditions, an increase in the level of business process capability may even turn detrimental.",
keywords = "Business process capability, environmental turbulence, firm performance, market orientation, moderated mediation analysis",
author = "Matti Jaakkola and Johanna Fr{\"o}s{\'e}n and Henrikki Tikkanen and Jaakko Aspara and Antti Vassinen and Petri Parvinen",
year = "2016",
month = sep,
day = "1",
doi = "10.1080/0267257X.2016.1181098",
language = "English",
volume = "32",
pages = "1359--1385",
journal = "Journal of Marketing Management",
issn = "1472-1376",
publisher = "Taylor & Francis",
number = "13-14",

}

RIS

TY - JOUR

T1 - Is more capability always beneficial for firm performance? Market orientation, core business process capabilities and business environment

AU - Jaakkola, Matti

AU - Frösén, Johanna

AU - Tikkanen, Henrikki

AU - Aspara, Jaakko

AU - Vassinen, Antti

AU - Parvinen, Petri

PY - 2016/9/1

Y1 - 2016/9/1

N2 - This study examines the role of capabilities in core marketing-related business processes–product development management (PDM), supply chain management (SCM) and customer relationship management (CRM)–in translating a firm’s market orientation (MO) into firm performance. The study is the first to examine the interplay of all three business process capabilities simultaneously, while investigating how environmental conditions moderate their performance effects. A moderated mediation analysis of 468 product-focused firms finds that PDM and CRM process capabilities play important mediating roles, whereas SCM process capability does not mediate the relationship between MO and performance. However, the relative importance of the capabilities as mediators varies along the degree of environmental turbulence, and under certain conditions, an increase in the level of business process capability may even turn detrimental.

AB - This study examines the role of capabilities in core marketing-related business processes–product development management (PDM), supply chain management (SCM) and customer relationship management (CRM)–in translating a firm’s market orientation (MO) into firm performance. The study is the first to examine the interplay of all three business process capabilities simultaneously, while investigating how environmental conditions moderate their performance effects. A moderated mediation analysis of 468 product-focused firms finds that PDM and CRM process capabilities play important mediating roles, whereas SCM process capability does not mediate the relationship between MO and performance. However, the relative importance of the capabilities as mediators varies along the degree of environmental turbulence, and under certain conditions, an increase in the level of business process capability may even turn detrimental.

KW - Business process capability

KW - environmental turbulence

KW - firm performance

KW - market orientation

KW - moderated mediation analysis

UR - http://www.scopus.com/inward/record.url?scp=84974799188&partnerID=8YFLogxK

U2 - 10.1080/0267257X.2016.1181098

DO - 10.1080/0267257X.2016.1181098

M3 - Article

AN - SCOPUS:84974799188

VL - 32

SP - 1359

EP - 1385

JO - Journal of Marketing Management

JF - Journal of Marketing Management

SN - 1472-1376

IS - 13-14

ER -