InternationalorientationandDSNopportunityperception.docVIP

A resource-advantage perspective of product–market strategy performance strategic capital in high technology firms??Original Research ArticleIndustrial Marketing Management DSN constraints and uncertainty ：Respond to market-driven demand Building and Environment Contrary to common misconceptions, firms tend generally to remain constant in their strategic approach to markets and rarely deviate from their prevailing strategic archetype. Consequently, the effectiveness of a firms product–market strategy is as important as its persistence in achieving overall strategic performance. Adopting a resource-advantage perspective, we examine the extent to which resource bundles differ among firms within a product–market strategy performance typology. Analyzing data generated from high-technology industrial manufacturers, we find that successful strategists are endowed with significantly greater levels of resources–that include ‘strategy championing’, ‘strategy commitment’, ‘implementation support’, ‘implementation effectiveness’, ‘learning’, and ‘memory’–in contrast with unsuccessful strategists, hopeful strategists, and fortunate strategists. Further, important inter-group differences are identified and discussed, along with the implications of this study for researchers and marketing managers. Article Outline 1. Introduction background 2. Theoretical considerations 2.1. Product–market strategy 2.2. Typologies 2.3. Strategic capital 3. Research method 3.1. Data generation 3.2. Measures employed 3.2.1. Strategic capital 3.2.2. Product–market strategy performance 3.2.3. Product–market strategy adherence 3.3. Survey administration response considerations 4. Analysis results 4.1. Cluster analysis 4.2. Cluster reliability and validation 4.3. Inter-group differences 5. Conclusions implications 5.1. Implications for management 5.2. Future research 5.3. Limitations of the study Acknowledgements Appendix A. Measurement item properties References Vitae The Changing