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The implications of lean operations for sales strategy: from sales-force to marketing-force
16 references·1 citing·36 second hop
The implications of lean operations for sales strategy: from sales-force to marketing-force (2009)The implications of lean operations for s…Toyota production system: beyond large-scale production (1998)Toyota production system: bey…Effective interim collaboration: how firms minimize transaction costs and maximise transaction value (1997)Effective interim collaborati…The Capabilities of Market-Driven Organizations (1994)The Capabilities of Market-Dr…Does Competitive Environment Moderate the Market Orientation-Performance Relationship? (1994)Does Competitive Environment …MARKOR: A Measure of Market Orientation (1993)MARKOR: A Measure of Market O…Market Orientation: Antecedents and Consequences (1993)Market Orientation: Anteceden…Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis (1993)Corporate Culture, Customer O…Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis (1993)Corporate Culture, Customer O…The machine that changed the world (1992)The machine that changed the …The Changing Role of Marketing in the Corporation (1992)The Changing Role of Marketin…The Machine That Changed the World (1991)The Machine That Changed the …The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orient…The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orient…Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Market Orientation: The Const…Restoring Our Competitive Edge: Competing through Manufacturing. (1985)Restoring Our Competitive Edg…Broadening the Concept of Marketing (1969)Broadening the Concept of Mar…Beyond the make-or-buy dichotomy: outsourcing creativity in the fashion sector (2012)Beyond the make-or-buy dichot…Organizational Strategy, Structure, and Process (1978)A Paradigm for Developing Better Measures of Marketing Constructs (1979)Consumer Perceptions of Price, Quality, and Value: A Means-End Model and Synthesis of Evidence (1988)Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination (1998)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Dimensions of Consumer Expertise (1987)Organizational culture and leadership (1993)Marketing in Hypermedia Computer-Mediated Environments: Conceptual Foundations (1996)The Field behind the Screen: Using Netnography for Marketing Research in Online Communities (2002)Culture's Consequences: International Differences in Work-Related Values (1981)Culture's Consequences: International Differences in Work-Related Values. (1983)Diffusion of Innovations 1 (2019)A resource‐based view of the firm (1984)A Conceptual Model of Service Quality and Its Implications for Future Research (1985)Firm Resources and Sustained Competitive Advantage (1991)Review: The Resource-Based View and Information Systems Research: Review, Extension, and Suggestions For Future Research1 (2004)Corporate Social Responsibility, Customer Satisfaction, and Market Value (2006)The Nature of the Firm (1937)Research in Organizational Behavior (1984)The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation (1991)Developing relationships in business networks (1995)Market-Based Assets and Shareholder Value: A Framework for Analysis (1998)Why do firms differ, and how does it matter? (1991)Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance (2002)The Performance of Incumbent Firms in the Face of Radical Technological Innovation (2003)The Agile Supply Chain (2000)Learning to evolve (2004)Defining and developing measures of lean production (2007)Market Orientation: Antecedents and Consequences (1993)The Comparative Advantage Theory of Competition (1995)Intellectual capital: an exploratory study that develops measures and models (1998)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators (2006)PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS (1995)Dynamic capabilities and strategic management (1997)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)
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References

  • 1990The Effect of a Market Orientation on Business Profitability7,973 cited
  • 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications7,320 cited
  • 1993Market Orientation: Antecedents and Consequences7,032 cited
  • 1994The Capabilities of Market-Driven Organizations6,532 cited
  • 1992The machine that changed the world5,805 cited
  • 1991The Machine That Changed the World4,714 cited
  • 1998Toyota production system: beyond large-scale production4,524 cited
  • 1990The Effect of a Market Orientation on Business Profitability4,254 cited
  • 1993Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis3,864 cited
  • 1992The Changing Role of Marketing in the Corporation2,773 cited
  • 1994Does Competitive Environment Moderate the Market Orientation-Performance Relationship?2,621 cited
  • 1993MARKOR: A Measure of Market Orientation2,353 cited
  • 1985Restoring Our Competitive Edge: Competing through Manufacturing.2,212 cited
  • 1993Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis1,823 cited
  • 1997Effective interim collaboration: how firms minimize transaction costs and maximise transaction value

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1,792 cited
  • 1969Broadening the Concept of Marketing1,762 cited
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    • 2012Beyond the make-or-buy dichotomy: outsourcing creativity in the fashion sector17 cited