Channel Collaboration, Market Orientation and Performance Advantages: Discovering Developed and Emerging Markets

Saara Hyvönen · Matti Tuominen

41 citations0/0 files storedThe International Review of Retail Distribution and Consumer Research

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Abstract

Channel collaboration has occupied an increasingly prominent role in contemporary business strategy, and has been considered a key driver for providing value for the partnering firms involved. Drawing on the resource based theory of the firm, the present study aims to explore the effects of collaborative capability and market orientation on firms' performance advantages in the context of marketing channels. We also investigate whether the firms in developed and emerging markets significantly differ in their capability profiles. The data consists of 545 responses to a survey of small, medium-sized and large companies representing the grocery goods sector (manufacturers, wholesalers and retailers) in nine countries. In line with the theory, channel collaboration enhances positional and performance advantages of firms, and this collaboration is shaped by the type of economy adopted.

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1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1997Dynamic capabilities and strategic management 1979A Paradigm for Developing Better Measures of Marketing Constructs 1985Competitive Advantage: Creating and Sustaining Superior Performance 2011External Control of Organizations: Resource Dependence Perspective 1995The Theory of the Growth of the Firm 1977Estimating Nonresponse Bias in Mail Surveys

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