Performance implications of marketing exploitation and exploration: Moderating role of supplier collaboration

Ho, H; Lu, R

Performance implications of marketing exploitation and exploration: Moderating role of supplier collaboration

Ho, H

Lu, R

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Publication Type:: Journal Article
Citation:: Journal of Business Research, 2015, 68 (5), pp. 1026 - 1034
Issue Date:: 2015-01-01

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Field	Value	Language
dc.contributor.author	Ho, H https://orcid.org/0000-0002-0650-8716	en_US
dc.contributor.author	Lu, R	en_US
dc.date.issued	2015-01-01	en_US
dc.identifier.citation	Journal of Business Research, 2015, 68 (5), pp. 1026 - 1034	en_US
dc.identifier.issn	0148-2963	en_US
dc.identifier.uri	http://hdl.handle.net/10453/119315
dc.description.abstract	© 2014 Elsevier Inc. While previous studies suggest that firms can achieve superior performance by being ambidextrous-engaging in exploitative and exploratory activities simultaneously-research is scarce on the performance implications of pursuing ambidexterity in firms' marketing function. This investigation considers firms' ambidexterity in marketing to consist of exploratory and exploitative marketing activities and examines the individual and joint impact of these activities on market performance. In addition, this investigation proposes and tests the conjecture that firms' collaborations with suppliers would moderate the impact of marketing exploitation and exploration on firm performance differently. The findings from surveys of key informants in 220 firms show that pursuing marketing exploitation and exploration simultaneously hurts firms' market performance. Supplier collaboration enhances the impact of marketing exploration but weakens the impact of marketing exploitation on market performance.	en_US
dc.relation.ispartof	Journal of Business Research	en_US
dc.relation.isbasedon	10.1016/j.jbusres.2014.10.004	en_US
dc.subject.classification	Marketing	en_US
dc.title	Performance implications of marketing exploitation and exploration: Moderating role of supplier collaboration	en_US
dc.type	Journal Article
utslib.citation.volume	5	en_US
utslib.citation.volume	68	en_US
utslib.for	MD Multidisciplinary	en_US
utslib.for	150599 Marketing not elsewhere classified	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Marketing Discipline
utslib.copyright.status	closed_access
pubs.issue	5	en_US
pubs.publication-status	Published	en_US
pubs.volume	68	en_US

Abstract:

© 2014 Elsevier Inc. While previous studies suggest that firms can achieve superior performance by being ambidextrous-engaging in exploitative and exploratory activities simultaneously-research is scarce on the performance implications of pursuing ambidexterity in firms' marketing function. This investigation considers firms' ambidexterity in marketing to consist of exploratory and exploitative marketing activities and examines the individual and joint impact of these activities on market performance. In addition, this investigation proposes and tests the conjecture that firms' collaborations with suppliers would moderate the impact of marketing exploitation and exploration on firm performance differently. The findings from surveys of key informants in 220 firms show that pursuing marketing exploitation and exploration simultaneously hurts firms' market performance. Supplier collaboration enhances the impact of marketing exploration but weakens the impact of marketing exploitation on market performance.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/119315