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Product-market planning capability and profitability

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

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Product-market planning capability and profitability. / Hughes, Paul; Hodgkinson, Ian R.; Morgan, Robert E. et al.
In: Industrial Marketing Management, Vol. 90, 01.10.2020, p. 370-379.

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

Harvard

Hughes, P, Hodgkinson, IR, Morgan, RE, Hughes, M & Hughes, C-HL 2020, 'Product-market planning capability and profitability', Industrial Marketing Management, vol. 90, pp. 370-379. https://doi.org/10.1016/j.indmarman.2020.08.007

APA

Hughes, P., Hodgkinson, I. R., Morgan, R. E., Hughes, M., & Hughes, C.-H. L. (2020). Product-market planning capability and profitability. Industrial Marketing Management, 90, 370-379. https://doi.org/10.1016/j.indmarman.2020.08.007

Vancouver

Hughes P, Hodgkinson IR, Morgan RE, Hughes M, Hughes CHL. Product-market planning capability and profitability. Industrial Marketing Management. 2020 Oct 1;90:370-379. doi: 10.1016/j.indmarman.2020.08.007

Author

Hughes, Paul ; Hodgkinson, Ian R. ; Morgan, Robert E. et al. / Product-market planning capability and profitability. In: Industrial Marketing Management. 2020 ; Vol. 90. pp. 370-379.

Bibtex

@article{3fafbc4aed74465792a56010514a4906,
title = "Product-market planning capability and profitability",
abstract = "We test the profit implication of product-market planning as a dynamic capability, from a contingency theory perspective. Among a sample of high-technology industrial organizations, we find that product-market planning capability is significantly and positively related to profits under marketing differentiation, but negative implications ensue for those adopting cost efficiency strategies. Pursuing hybrid strategies has no significant effect, while technological turbulence also has no moderating effect. Additional analysis establishes the temporal effects of product-market planning capability on 3-year lagged profits. These differential results are considered within a contingency framework. Implications are identified and discussed for industrial marketing management theory and practice.",
author = "Paul Hughes and Hodgkinson, {Ian R.} and Morgan, {Robert E.} and Mathew Hughes and Hughes, {Chih-Hsien L.}",
year = "2020",
month = oct,
day = "1",
doi = "10.1016/j.indmarman.2020.08.007",
language = "Undefined/Unknown",
volume = "90",
pages = "370--379",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - Product-market planning capability and profitability

AU - Hughes, Paul

AU - Hodgkinson, Ian R.

AU - Morgan, Robert E.

AU - Hughes, Mathew

AU - Hughes, Chih-Hsien L.

PY - 2020/10/1

Y1 - 2020/10/1

N2 - We test the profit implication of product-market planning as a dynamic capability, from a contingency theory perspective. Among a sample of high-technology industrial organizations, we find that product-market planning capability is significantly and positively related to profits under marketing differentiation, but negative implications ensue for those adopting cost efficiency strategies. Pursuing hybrid strategies has no significant effect, while technological turbulence also has no moderating effect. Additional analysis establishes the temporal effects of product-market planning capability on 3-year lagged profits. These differential results are considered within a contingency framework. Implications are identified and discussed for industrial marketing management theory and practice.

AB - We test the profit implication of product-market planning as a dynamic capability, from a contingency theory perspective. Among a sample of high-technology industrial organizations, we find that product-market planning capability is significantly and positively related to profits under marketing differentiation, but negative implications ensue for those adopting cost efficiency strategies. Pursuing hybrid strategies has no significant effect, while technological turbulence also has no moderating effect. Additional analysis establishes the temporal effects of product-market planning capability on 3-year lagged profits. These differential results are considered within a contingency framework. Implications are identified and discussed for industrial marketing management theory and practice.

U2 - 10.1016/j.indmarman.2020.08.007

DO - 10.1016/j.indmarman.2020.08.007

M3 - Journal article

VL - 90

SP - 370

EP - 379

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

ER -