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Journal of the Academy of Marketing Science
Erschienen in: Journal of the Academy of Marketing Science 6/2014

01.11.2014 | Original Empirical Research

The evolving role of managerial ties and firm capabilities in an emerging economy: evidence from China

verfasst von: Kevin Zheng Zhou, Julie Juan Li, Shibin Sheng, Alan T. Shao

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 6/2014

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Abstract

As emerging economies experience unprecedented market and institutional changes, where should firms focus their attention to address new marketing challenges: network-based resources (e.g., managerial ties) or market-based capabilities? Building on institutional theory, this study examines the evolving roles of managerial ties and firm capabilities, as well as their interplay, in China. A longitudinal survey of 166 Chinese firms reveals that over time, the positive role of ties with the government (i.e., political ties) declines, whereas the positive effect of ties with the business partners (i.e., business ties) persists; marketing capability has a persistent effect, and technology capability exerts a stronger impact on performance. Moreover, as market development progresses, marketing capability positively interacts with business ties, whereas technology capability positively interacts with political ties, in fostering performance.
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Fußnoten
1
The marketization index, by the National Economic Research Institute (NERI) of the China Reform Foundation (http://​www.​neri.​org.​cn/​), assesses the relative level of market development in China on the basis of 24 indicators pertaining to the development of the factor market, private sector, market intermediaries, and legal system. The final score is normalized to a value between 0 and 10; larger values indicate better development (Fan and Wang 2004).
 
2
Because both managerial ties and firm capabilities are shaped by corporate strategic choices during the institutional transition (Child 1997; Peng 2003), indicators of these constructs reflect corporate behaviors determined by the proactive strategic choices, which means the direction of causality is from the latent constructs to the indicators. In the measurement configuration, removing one item from these latent constructs would not change the nature of the strategic choices. Therefore, consistent with previous studies (e.g., Peng and Luo 2000; Song et al. 2005), we treated them as reflective rather than formative scales.
 
3
Test results for 2003/2008: political vs. business ties: Δχ2 (1) = 34.39, p < .01/Δχ2 (1) = 104.90, p < .01; marketing vs. technology capability: Δχ2 (1) = 344.80, p < .01/Δχ2 (1) = 224.89, p < .01; political ties vs. marketing capability: Δχ2 (1) = 372.19, p < .01/Δχ2 (1) = 231.74, p < .01; political ties vs. technology capability: Δχ2 (1) = 326.49, p < .01/Δχ2 (1) = 228.68, p < .01; business ties vs. marketing capability: Δχ2 (1) = 88.08, p < .01/Δχ2 (1) = 118.98, p < .01; business ties vs. technology capability: Δχ2 (1) = 73.46, p < .01/Δχ2 (1) = 89.58, p < .01.
 
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Metadaten
Titel
The evolving role of managerial ties and firm capabilities in an emerging economy: evidence from China
verfasst von
Kevin Zheng Zhou
Julie Juan Li
Shibin Sheng
Alan T. Shao
Publikationsdatum
01.11.2014
Verlag
Springer US
Erschienen in
Journal of the Academy of Marketing Science / Ausgabe 6/2014
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI
https://doi.org/10.1007/s11747-014-0371-z

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