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Marketing as a Determinant of Long-Run Competitive Success in Medium-Sized U.K. Manufacturing Firms
10 references·6 citing·49 second hop
Marketing as a Determinant of Long-Run Competitive Success in Medium-Sized U.K. Manufacturing Firms (2003)Marketing as a Determinant of Long-Run Co…Gaining and sustaining a competitive advantage (2012)Gaining and sustaining a comp…Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances (1998)Between Trust and Control: De…Approaches to small firm marketing (1998)Approaches to small firm mark…Alliances and networks (1998)Alliances and networksSmall Technology-based Professional Consultancy Services in the United Kingdom (1997)Small Technology-based Profes…Marketing Management and Strategy (1994)Marketing Management and Stra…Marketing and company performance: An examination of medium sized manufacturing firms in Britain (1992)Marketing and company perform…The Effect of a Market Orientation on Business Profitability (1990)The Effect of a Market Orient…Five common factors in top performing industrial firms (1986)Five common factors in top pe…Measures of Association (1983)Measures of AssociationStrategic marketing in times of recession versus growth: New Zealand manufacturers (2015)Strategic marketing in times …Measuring intangible capital and its contribution to economic growth in Europe (2009)Measuring intangible capital …Optimizing a marketing expert decision process for the private hotel (2008)Optimizing a marketing expert…Strategic marketing in action (2007)Strategic marketing in actionMarketing in medium-sized manufacturing firms: The state-of-the-art in France and in Quebec (2006)Marketing in medium-sized man…A Combined VIKOR – Fuzzy AHP Approach to Marketing Strategy Selection (1969)A Combined VIKOR – Fuzzy AHP …Strategic management of small firms in hostile and benign environments (1989)Market Orientation and the Learning Organization (1995)Marketing management: analysis. planning. implementation and control (2000)Marketing in small hotels: a qualitative study (2008)Critical factors underpinning the e-CRM activities of SMEs (2010)Entrepreneurial marketing: conceptual exploration and link to performance (2013)Economic Action and Social Structure: The Problem of Embeddedness (1985)Foundations of social theory (1990)An Integrative Model Of Organizational Trust (1995)A Resource-Based Theory of Strategic Alliances (2000)A Trust Model for Consumer Internet Shopping (2001)Trust, Control, and Risk in Strategic Alliances: An Integrated Framework (2001)Diagnosing the Product Portfolio (1977)Strategy and the “business portfolio” (1977)Toward Strategic Intelligence Systems (1979)FACTORS DISTINGUISHING SURVIVORS FROM FAILURES AMONGST SMALL FIRMS IN THE UK CONSTRUCTION SECTOR* (1994)The use of qualitative methods to research networking in SMEs (1999)The Establishment of Global Marketing Strategic Alliances by Small and Medium Enterprises (2004)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)Market Orientation: Antecedents and Consequences (1993)The Capabilities of Market-Driven Organizations (1994)Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination (1998)Fuzzy sets (1965)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Fuzzy sets (1996)A hybrid ANP evaluation model for electronic service quality (2011)FUZZY DEMATEL METHOD TO EVALUATE THE DIMENSIONS OF MARKETING RESOURCES: AN APPLICATION IN SMES (2016)The Strength of Weak Ties (1973)The Economic Institutions of Capitalism (1987)The Network Structure Of Social Capital (2000)Value creation in E‐business (2001)Social Capital, Networks, and Knowledge Transfer (2005)We’d better watch out (1987)Intangibles: Management, Measurement, and Reporting (2001)The Theory of Economic Development (2003)Productivity and Growth in UK Industries: An Intangible Investment Approach* (2012)Intangible Capital and Labor Productivity Growth: Panel Evidence for the EU from 1998–2005 (2013)Knowledge-Based Capital, Innovation and Resource Allocation (2013)Guanxi and organizational dynamics: organizational networking in Chinese firms (2001)Unraveling the resource‐based tangle (2003)Empirical research on the resource‐based view of the firm: an assessment and suggestions for future research (2006)Putting Entrepreneurship into Marketing: The Processes of Entrepreneurial Marketing (2000)Internal market orientation (2002)The criteria for successful services brands (2003)Tau-b or Not Tau-b: Measuring the Similarity of Foreign Policy Positions (1999)Handbook of multimethod measurement in psychology. (2006)Testing the Newcastle Ottawa Scale showed low reliability between individual reviewers (2013)
this work references cited by second hop

References

  • 1990The Effect of a Market Orientation on Business Profitability7,973 cited
  • 1998Alliances and networks4,705 cited
  • 1998Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances3,360 cited
  • 2012Gaining and sustaining a competitive advantage2,015 cited
  • 1994Marketing Management and Strategy496 cited
  • 1983Measures of Association487 cited
  • 1998Approaches to small firm marketing124 cited
  • 1992Marketing and company performance: An examination of medium sized manufacturing firms in Britain79 cited
  • 1986Five common factors in top performing industrial firms39 cited
  • 1997Small Technology-based Professional Consultancy Services in the United Kingdom27 cited

Cited by

  • 2009Measuring intangible capital and its contribution to economic growth in Europe132 cited
  • 2008Optimizing a marketing expert decision process for the private hotel55 cited
  • 1969A Combined VIKOR – Fuzzy AHP Approach to Marketing Strategy Selection45 cited
  • 2015Strategic marketing in times of recession versus growth: New Zealand manufacturers18 cited
  • 2007Strategic marketing in action12 cited

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  • 2006Marketing in medium-sized manufacturing firms: The state-of-the-art in France and in Quebec11 cited