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. Ba...

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Bibliographic Details
Published in:Journal of business research 2011-10, Vol.64 (10), p.1074-1081
Main Authors: Orr, Linda M., Bush, Victoria D., Vorhies, Douglas W.
Format: Article
Language:English
Subjects:
Brands
Complementarities
Customer relationship management
Customer satisfaction
Customers
Economic analysis
Employee development
Employees
Enterprises
Financial performance
Marketing
Marketing capabilities
Marketing capabilities Resource-based view of the firm Complementarities Employee development Customer satisfaction Performance
Marketing management
Random sampling
Resource-based view of the firm
Satisfaction
Studies
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Summary: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.
ISSN:0148-2963
1873-7978
DOI:10.1016/j.jbusres.2010.11.003