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Innovation and Performance Implications of Customer-Orientation across Different Business Strategy Types
16 references·0 citing·46 second hop
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References

  • 1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error108,884 cited
  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 1989Asset Stock Accumulation and Sustainability of Competitive Advantage8,348 cited
  • 1978Organizational Strategy, Structure, and Process7,485 cited
  • 1994The Capabilities of Market-Driven Organizations6,532 cited
  • 1995Market Orientation and the Learning Organization4,379 cited
  • 2011Specification, evaluation, and interpretation of structural equation models3,734 cited
  • 1998Market Orientation and Organizational Performance: Is Innovation a Missing Link?2,615 cited
  • 2015A Critical Review and Best‐Practice Recommendations for Control Variable Usage1,729 cited
  • 2005Resolving the Capability–Rigidity Paradox in New Product Innovation1,511 cited
  • 1990Strategic types, distinctive marketing competencies and organizational performance: A multiple measures‐based study966 cited
  • 2004Revisiting the Miles and Snow strategic framework: uncovering interrelationships between strategic types, capabilities, environmental uncertainty, and firm performance912 cited
  • 2005The Performance Implications of Fit among Business Strategy, Marketing Organization Structure, and Strategic Behavior881 cited
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Marketing's Role in the Implementation of Business Strategies: A Critical Review and Conceptual Framework
874 cited
  • 2008An exploratory investigation of an integrated contingency model of strategic management accounting697 cited
  • 2000The Effects of Strategy Type on the Market Orientation–Performance Relationship651 cited
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