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Examining the efficacy of non-market and market driving activities of B2B international firms

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Examining the efficacy of non-market and market driving activities of B2B international firms. / Khan, Huda; Khan, Hina; Abosag, Ibrahim et al.
In: Industrial Marketing Management, Vol. 111, 31.05.2023, p. 97-108.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Khan, H, Khan, H, Abosag, I & Ghauri, P 2023, 'Examining the efficacy of non-market and market driving activities of B2B international firms', Industrial Marketing Management, vol. 111, pp. 97-108. https://doi.org/10.1016/j.indmarman.2023.03.006

APA

Khan, H., Khan, H., Abosag, I., & Ghauri, P. (2023). Examining the efficacy of non-market and market driving activities of B2B international firms. Industrial Marketing Management, 111, 97-108. https://doi.org/10.1016/j.indmarman.2023.03.006

Vancouver

Khan H, Khan H, Abosag I, Ghauri P. Examining the efficacy of non-market and market driving activities of B2B international firms. Industrial Marketing Management. 2023 May 31;111:97-108. Epub 2023 Apr 11. doi: 10.1016/j.indmarman.2023.03.006

Author

Khan, Huda ; Khan, Hina ; Abosag, Ibrahim et al. / Examining the efficacy of non-market and market driving activities of B2B international firms. In: Industrial Marketing Management. 2023 ; Vol. 111. pp. 97-108.

Bibtex

@article{1f3e4d39f36548569369c23964556c97,
title = "Examining the efficacy of non-market and market driving activities of B2B international firms",
abstract = "This study examines the impact of entrepreneurial and branding orientations on the two facets of market driving activities (market and non-market focused) of B2B firms for international market performance. Using empirical data (n = 108) on European firms, this study finds that entrepreneurial orientation influences both facets of market driving activities. Further, these effects are stronger under a strong branding orientation. Market focused aspect of the driving activities fully mediates the effects of entrepreneurial orientation and market performance. Applying resource-based and market orientation theories, and contradicting studies that emphasise the adoption approach of market orientation for business success, our findings suggest that international performance of B2B firms is enhanced using a market driving approach. Unlike market-oriented firms, market-driving companies do not adopt, but instead educate their customers to accept their dominant logic, and by doing so they influence the market structure in their industry. The findings contribute to the non-market, market driving and ambidexterity literature. Managers can learn how entrepreneurial efforts can contribute towards exercising market driving strategies at a global level. They can also learn that strong branding orientation would strengthen the market driving behavior.",
keywords = "Branding orientation, Entrepreneurial orientation, International performance, Market driving activities, Non-market driving activities",
author = "Huda Khan and Hina Khan and Ibrahim Abosag and Pervez Ghauri",
year = "2023",
month = may,
day = "31",
doi = "10.1016/j.indmarman.2023.03.006",
language = "English",
volume = "111",
pages = "97--108",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - Examining the efficacy of non-market and market driving activities of B2B international firms

AU - Khan, Huda

AU - Khan, Hina

AU - Abosag, Ibrahim

AU - Ghauri, Pervez

PY - 2023/5/31

Y1 - 2023/5/31

N2 - This study examines the impact of entrepreneurial and branding orientations on the two facets of market driving activities (market and non-market focused) of B2B firms for international market performance. Using empirical data (n = 108) on European firms, this study finds that entrepreneurial orientation influences both facets of market driving activities. Further, these effects are stronger under a strong branding orientation. Market focused aspect of the driving activities fully mediates the effects of entrepreneurial orientation and market performance. Applying resource-based and market orientation theories, and contradicting studies that emphasise the adoption approach of market orientation for business success, our findings suggest that international performance of B2B firms is enhanced using a market driving approach. Unlike market-oriented firms, market-driving companies do not adopt, but instead educate their customers to accept their dominant logic, and by doing so they influence the market structure in their industry. The findings contribute to the non-market, market driving and ambidexterity literature. Managers can learn how entrepreneurial efforts can contribute towards exercising market driving strategies at a global level. They can also learn that strong branding orientation would strengthen the market driving behavior.

AB - This study examines the impact of entrepreneurial and branding orientations on the two facets of market driving activities (market and non-market focused) of B2B firms for international market performance. Using empirical data (n = 108) on European firms, this study finds that entrepreneurial orientation influences both facets of market driving activities. Further, these effects are stronger under a strong branding orientation. Market focused aspect of the driving activities fully mediates the effects of entrepreneurial orientation and market performance. Applying resource-based and market orientation theories, and contradicting studies that emphasise the adoption approach of market orientation for business success, our findings suggest that international performance of B2B firms is enhanced using a market driving approach. Unlike market-oriented firms, market-driving companies do not adopt, but instead educate their customers to accept their dominant logic, and by doing so they influence the market structure in their industry. The findings contribute to the non-market, market driving and ambidexterity literature. Managers can learn how entrepreneurial efforts can contribute towards exercising market driving strategies at a global level. They can also learn that strong branding orientation would strengthen the market driving behavior.

KW - Branding orientation

KW - Entrepreneurial orientation

KW - International performance

KW - Market driving activities

KW - Non-market driving activities

U2 - 10.1016/j.indmarman.2023.03.006

DO - 10.1016/j.indmarman.2023.03.006

M3 - Journal article

AN - SCOPUS:85152667484

VL - 111

SP - 97

EP - 108

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

ER -