Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Bücher
Zeitschriften
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards MyNewsletter
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
Lackier- und Pulvertreff 2024

Nasslackieren und pulverbeschichten

Der Kongress am 15. / 16. Oktober 2024 in Heidelberg informiert umfassend über neue lack-, anlagen- und verfahrens­technische Entwicklungen und deren Umsetzung in die Praxis.
Erweiterte Suche
Anmelden
nach oben
Journal of the Academy of Marketing Science
Erschienen in:

11.03.2021 | Original Empirical Research

Should firms invest more in marketing or R&D to maintain sales leadership? An empirical analysis of sales leader firms

verfasst von: Gautham Vadakkepatt, Venkatesh Shankar, Rajan Varadarajan

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 6/2021

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

Some firms have successfully maintained their position as sales leaders for years, as evidenced by their presence on the annual Fortune 500 list. While sustained investments in both marketing and R&D are crucial to sales leadership maintenance, should firms invest more in marketing or R&D? Is the relative emphasis on marketing versus R&D for sales leadership maintenance contingent upon environmental and firm-related factors? We address these questions by building on resource-based and organizational adaptation theories. We present a conceptual model and hypotheses delineating the main effects of marketing and R&D capital, and the moderating effects of environmental dynamism, environmental munificence, and financial leverage on sales leadership maintenance. We use a left-truncated Cox proportional hazards survival model to test the hypotheses on an unbalanced panel dataset of 114 Fortune 500 manufacturing firms tracked over the period 1981 to 2016. We find that both marketing capital and R&D capital have a direct and positive effect on sales leadership maintenance. We also find that environmental dynamism and financial leverage interact with R&D capital, but not marketing capital, to enhance the probability of sales leadership maintenance; and investing more in R&D than in marketing enhances sales leadership maintenance in dynamic environments for highly leveraged firms. A sales leader firm that incrementally spends 1% of its five-year average sales revenue on each of marketing and R&D activities can improve its probability of sales leadership maintenance by 50%.
Vorheriger Artikel The influence of the online community, professional critics, and location similarity on review ratings for niche and mainstream brands
Nächster Artikel Space between products on display: the impact of interspace on consumer estimation of product size

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Jetzt informieren
Fußnoten
1
We acknowledge that other measures of marketing and R&D capabilities such as brand equity and number of patents may also influence sales leadership maintenance. However, the lack of continuous data on these for the period 1981 to 2016 precludes us from including these measures in our subsequent empirical analysis.
 
2
Incumbents may be just as adept as newcomers in introducing radical innovations (Sorescu, Chandy, and Prabhu 2003). However, this observation might be specific to an industry such as studied in Sorescu et al. (2003).
 
3
In the robustness check section, we use dispersion around a regression trend line as an alternative measure, consistent with Dess and Beard (1984) and Jindal and McAlister (2015). The results are substantively similar.
 
4
We subsequently test a model with simple sales growth rate measure as a proxy for industry growth rate as a robustness check. The results are substantively similar.
 
5
We do not report correlations involving interaction terms to save space.
 
Literatur
Agarwal, R., Sarkar, M. B., & Echambadi, R. (2002). The conditioning effect of time on firm survival: An industry life cycle approach. Academy of Management Journal, 45(5), 971–994.
Albers, S., Mantrala, M., & Sridhar, S. (2010). Personal selling elasticities: A meta-analysis. Journal of Marketing Research, 47(5), 840–853.CrossRef
Allison, P. D. (1995). Survival analysis with SAS: A practical guide. Cary: SAS Publishing.
Amit, R., & Schoemaker, P. J. H. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14(1), 33–46.CrossRef
Arnold, T. J., Fang, E., & Palmatier, R. W. (2011). The effects of customer acquisition and retention orientations on a firm’s radical and incremental innovation performance. Journal of the Academy of Marketing Science, 39(2), 234–251.CrossRef
Atuahene-Gima, K. (2005). Resolving the capability–rigidity paradox in new product innovation. Journal of Marketing, 69(4), 61–83.CrossRef
Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization Science, 20, 410–421.CrossRef
Barnett, W. P., & McKendrick, D. G. (2004). Why are some organizations more competitive than others? Evidence from a changing global market. Administrative Science Quarterly, 49, 535–571.CrossRef
Barnett, M. L., Darnall, N., & Husted, B. W. (2015). Sustainability strategy in constrained economic times. Long Range Planning, 48, 63–68.CrossRef
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 999–1120.CrossRef
Barney, J. B., & Clark, D. N. (2007). Resource-based theory creating and sustaining competitive advantages (p. 327). Oxford: Oxford University Press.
Bayus, B., Erickson, G., & Jacobson, R. (2003). The financial rewards of new product introductions in the personal computer industry. Management Science, 49(2), 197–210.CrossRef
Belsley, D. A., Kuh, E., & Welsch, R. E. (1980). Regression diagnostics: Identifying influential data and sources of collinearity. Hoboken: John Wiley & Sons, Inc..CrossRef
Bingham, C. B., & Eisenhardt, K. M. (2008). Position, leverage and opportunity: A typology of strategic logics linking resources with competitive advantage. Managerial and Decision Economics, 29(2–3), 241–256.CrossRef
Bolton, R. (1998). A dynamic model of the duration of the customer’s relationship with a continuous service provider: The role of satisfaction. Marketing Science, 17(1), 45–65.CrossRef
Cannon, A. R., & St. John, C. H. (2007). Measuring environmental complexity. Organizational Research Methods, 10(2), 296–321.CrossRef
Castrogiovanni, G. J. (1991). Environmental munificence: A theoretical assessment. Academy of Management Review, 16, 542–565.
Chandy, R. K., & Tellis, G. (1998). Organizing for radical product innovation: The overlooked role of willingness to cannibalize. Journal of Marketing Research, 35(4), 474–487.CrossRef
Chandy, R. K., & Tellis, G. (2000). The incumbent’s curse? Incumbency, size, and radical product introduction. Journal of Marketing, 64(3), 1–17.CrossRef
Chandy, R. K., Prabhu, J., & Antia, K. (2003). What will the future bring? Dominance, technology expectations, and radical innovations. Journal of Marketing, 67(3), 1–18.CrossRef
Charan, R., & Useem, J. (2002). Why companies fail. Fortune, 27, 50–62.
Chen, H., Noronha, G., & Singhal, V. (2004). The price response to S&P 500 index additions and deletions: Evidence of asymmetry and a new explanation. Journal of Finance, 59(4), 1901–1930.CrossRef
Christensen, C. M., & Bower, J. L. (1996). Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal, 17(3), 197–218.CrossRef
Cohen, W. M., & Levinthal, D. A. (1989). Innovation and learning: The two faces of R&D. The Economic Journal, 99(397), 569–596.CrossRef
Comanor, W. S., & Wilson, T. A. (1967). Advertising, market structure and performance. Review of Economics and Statistics, 49(4), 423–440.CrossRef
Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23(12), 1095–1122.CrossRef
Dekimpe, M., Hanssens, D. M., & Silva-Risso, J. M. (1999). Long-run effects of price promotions in scanner markets. Journal of Econometrics, 89(1/2), 269–291.
Denis, D., McConnell, J. J., Ovtchinnikov, A. V., & Yu, Y. (2003). S&P 500 index additions and earnings expectations. Journal of Finance, 58(5), 1821–1840.CrossRef
Derfus, P. J., Maggitti, P. G., Grimm, C. M., & Smith, K. G. (2008). The red queen effect: Competitive actions and firm performance. Academy of Management Journal, 51(1), 61–80.CrossRef
Dess, G. G., & Beard, D. W. (1984). Dimensions of organizational task environments. Administrative Science Quarterly, 29, 52–73.CrossRef
Dutta, S., Narasimhan, O., & Rajiv, S. (2005). Conceptualizing and measuring capabilities: Methodology and empirical application. Strategic Management Journal, 26(3), 277–285.CrossRef
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105–1121.CrossRef
Erickson, G., & Jacobson, R. (1992). Gaining comparative advantage through discretionary expenditures: The returns to R&D and advertising. Management Science, 38(9), 1264–1279.CrossRef
Evans, D. S. (1987). Tests of alternative theories of firm growth. Journal of Political Economy, 95(4), 657–674.CrossRef
Fainshmidt, S., Wenger, L., Pezeshkan, A., & Mallon, M. R. (2019). When do dynamic capabilities lead to competitive advantage? The importance of strategic fit. Journal of Management Studies, 56(4), 758–787.CrossRef
Fang, L., & Peress, J. (2009). Media coverage and the cross-section of stock returns. Journal of Finance, 64(5), 2023–2052.CrossRef
Fazzari, S. M., & Peterson, B. C. (1993). Working capital and fixed investment: New evidence on financing constraints. The Rand Journal of Economics, 24(3), 328–342.CrossRef
Feng, H., Morgan, N. A., & Rego, L. L. (2017). Firm capabilities and growth: The moderating role of market conditions. Journal of the Academy of Marketing Science, 45, 76–92.CrossRef
Freeman, J. H., Carroll, G. R., & Hannan, M. T. (1983). The liability of newness: Age dependence in organizational death rates. American Sociological Review, 48, 692–710.CrossRef
Furr, N., & Kapoor, R. (2018). Capabilities, technologies, and firm exit during industry shakeout: Evidence from the global solar photovoltaic industry. Strategic Management Journal, 39(1), 33–61.CrossRef
Geroski, P. A., Mata, J., & Portugal, P. (2010). Founding conditions and the survival of new firms. Strategic Management Journal, 31(5), 510–529.
Goetzmann, W., & Garry, M. (1986). Does delisting from the S&P 500 affect stock price? Financial Analysts Journal, 42, 64–69.CrossRef
Grabowski, H. G., & Mueller, D. C. (1978). Industrial research and development, intangible, capital stocks, and firm profit rates. Bell Journal of Economics, 9(2), 328–343.CrossRef
Grewal, R., Chandrashekaran, M., Citrin A. V. (2010). Customer satisfaction heterogeneity and shareholder value. Journal of Marketing Research, 47, 612–26.
Grewal, R., Chandrashekaran, M., Johnson, J. L., & Mallapragada, G. (2013). Environments, unobserved heterogeneity and the effect of market orientation for high-tech firms. Journal of the Academy of Marketing Science, 41, 206–233.CrossRef
Hall, B. (1987). The relationship between firm size and firm growth in the U.S. manufacturing sector. Journal of Industrial Economics, 35(4), 583–600.CrossRef
Hanssens, D. M., Parsons, L. J., & Schultz, R. L. (2003). Market response models: Econometric and time series analysis (2nd ed.). Guildford: Springer.
Hawawini, G., Subramanian, V., & Verdin, P. (2003). Is performance driven by industry- or firm-specific factors? A new look at the evidence. Strategic Management Journal, 24(1), 1–16.CrossRef
Helfat, C. E., & Winter, S. G. (2011). Untangling dynamic and operational capabilities: Strategy for the (n)ever-changing world. Strategic Management Journal, 32, 1243–1250.CrossRef
Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M. A., Singh, H., Teece, D. J., & Winter, S. G. (2007). Dynamic capabilities: Understanding strategic change in organizations. Malden: Blackwell Publishing.
Henderson, R. (1993). Underinvestment and incompetence as responses to radical innovation: Evidence from the photolithographic alignment equipment industry. The Rand Journal of Economics, 24(2), 248–270.CrossRef
Hill, C. W. L., & Rothaermel, F. T. (2003). The performance of incumbent firms in the face of radical technological innovation. Academy of Management Review, 28, 257–274.CrossRef
Hillegeist, S. A., Keating, E. K., Cram, D. P., & Lundstedt, K. G. (2004). Assessing the probability of bankruptcy. Review of Accounting Studies, 9(1), 5–34.CrossRef
Himme, A., & Fischer, M. (2014). Drivers of the cost of capital: The joint role of non-financial metrics. International Journal of Research in Marketing, 31(2), 224–238.CrossRef
Jacquemin, A. P., & Berry, C. H. (1979). Entropy measure of diversification and corporate growth. The Journal of Industrial Economics, 27(4), 359–369.CrossRef
Jindal, N., & McAlister, L. (2015). The impacts of advertising assets and R&D assets on reducing bankruptcy risk. Marketing Science, 34(4), 555–572.CrossRef
Josephson, B. W., Johnson, J. L., & Mariadoss, B. J. (2016). Strategic marketing ambidexterity: Antecedents and financial consequences. Journal of the Academy of Marketing Science, 44(4), 539–554.CrossRef
Jovanovic, B. (1982). Selection and the evolution of industry. Econometrica, 50(3), 649–670.CrossRef
Keats, B. W., & Hitt, M. A. (1988). A causal model of linkages among environmental dimensions, macro organizational characteristics and performance. Academy of Management Journal, 31(3), 570–598.CrossRef
Kimberly, J. (1976). Organizational size and the structuralist perspective: A review, critique and proposal. Administrative Science Quarterly, 21, 571–597.CrossRef
Klooster, A. (2020). Fortune announces 2020 Fortune 500 list, launches first ever "History of the Fortune 500" data analytics visualization site with partner Qli. Cision PR Newswire, May 18. Retrieved December 17, 2020.
Koh, P., & Reeb, D. M. (2015). Missing R&D. Journal of Accounting and Economics, 60, 73–94.CrossRef
Kozlenkova, I., Samaha, S. A., & Palmatier, R. W. (2014). Resource-based theory in marketing. Journal of the Academy of Marketing Science, 42, 1–21.CrossRef
Krasnikov, A., & Jayachandran, S. (2008). The relative impact of marketing, R&D, and operations capabilities on firm performance. Journal of Marketing, 72(4), 1–11.CrossRef
Lang, L., Ofek, E., & Stulz, R. (1996). Leverage, investment, and firm growth. Journal of Financial Economics, 40, 3–30.CrossRef
Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13(S1), 111–125.CrossRef
Ludvigson, S. C. (2004). Consumer confidence and consumer spending. Journal of Economic Perspectives, 18(2), 29–50.CrossRef
Luo, Y. D. (2007). Are joint venture partners more opportunistic in more volatile environments? Strategic Management Journal, 28(1), 39–60.CrossRef
Luo, X. (2008). When marketing strategy first meets wall street: Marketing spendings and firms’ initial public offerings. Journal of Marketing, 72(3), 98–109.
Malshe, A., & Agarwal, M. K. (2015). From finance to marketing: The impact of financial leverage on customer satisfaction. Journal of Marketing, 79(5), 21–38.CrossRef
Markham Jr., J. W. (2011). Lessons from competition law from the economic crisis: The prospect of antitrust responses to the too-big-to-fail phenomenon. Fordham Journal of Corporate and Finance Law, 16, 261–322.
McAlister, L., Srinivasan, R., & Kim, M. (2007). Advertising, research and development, and systematic risk of the firm. Journal of Marketing, 71(1), 35–48.CrossRef
Miller, D., & Friesen, P. H. (1983). Strategy-making and environment: The third link. Strategic Management Journal, 4, 221–235.CrossRef
Mizik, N. (2010). The theory and practice of myopic management. Journal of Marketing Research, 47(3), 594–611.CrossRef
Mizik, N., & Jacobson, R. (2003). Trading off between value creation and value appropriation: The financial implications of shifts in strategic emphasis. Journal of Marketing, 67(1), 63–76.CrossRef
Mizik, N., & Jacobson, R. (2007). Myopic marketing management: Evidence of the phenomenon and its long-term performance consequences in the SEO context. Marketing Science, 26(3), 361–379.CrossRef
Morgan, N. A. (2012). Marketing and business performance. Journal of the Academy of Marketing Science, 40(1), 102–119.CrossRef
Morgan, N. A., & Rego, L. L. (2009). Brand portfolio strategy and firm performance. Journal of Marketing, 73(1), 59–74.CrossRef
Myers, S. C. (2001). Capital structure. Journal of Economic Perspectives, 15, 81–102.CrossRef
Nakamura, L. (2003). A trillion dollars a year in intangible investment and the new economy in Intangible assets: Values, measures, and risks. New York: Oxford University Press, Inc..
Narasimhan, O., Rajiv, S., & Dutta, S. (2006). Absorptive capacity in high-technology markets: The competitive advantage of the haves. Marketing Science, 25(5), 510–524.CrossRef
Peress, J. (2014). The media and the diffusion of information in financial markets: Evidence from newspaper strikes. Journal of Finance, 69(5), 2007–2083.CrossRef
Richard, O. C., Murthy, B. P. S., & Ismail, K. (2007). The impact of radical diversity on intermediate and long-term performance. Strategic Management Journal, 28(12), 1213–1233.CrossRef
Roberts, P. W. (1999). Product innovation, product-market competition and persistent profitability in the U.S pharmaceutical industry. Strategic Management Journal, 20(7), 655–670.CrossRef
Sarta, A., Durand, R., & Vergne, J.-P. (2021). Organizational adaptation. Journal of Management, 47(1), 43–75.CrossRef
Schilke, O. (2014). On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism. Strategic Management Journal, 35, 179–203.CrossRef
Shankar, V. (2008). Strategic marketing resource allocation: Methods and insights in Marketing Mix Decisions: New Perspectives and Practices (Kerin and O’Regan, eds.), American Marketing Association, 154-183.
Shankar, V., Azar, P., & Fuller, M. (2008). BRAN*EQT: A model for estimating, tracking, and managing brand equity for multicategory brands. Marketing Science, 27(4), 545–566.
Shleifer, A., & Vishny, R. W. (1997). A survey of corporate governance. Journal of Finance, 52(2), 737–783.CrossRef
Shumway, T. (2001). Forecasting bankruptcy more accurately: A simple hazard model. The Journal of Business, 74(1), 101–124.CrossRef
Simerly, R. L., & Li, M. (2000). Environmental dynamism, capital structure and performance: A theoretical integration and an empirical test. Strategic Management Journal, 21(1), 31–49.CrossRef
Sirmon, D. G., Hitt, M. A., & Ireland, D. R. (2007). Managing firm resources in dynamic environments to create value: Looking into the black box. Academy of Management Review, 32(1), 273–292.CrossRef
Sirmon, D. G., Hitt, M. A., Arregle, J. L., & Campbell, J. T. (2010). The dynamic interplay of capability strengths and weaknesses: Investigating the bases of temporary competitive advantage. Strategic Management Journal, 31, 1386–1409.CrossRef
Sorescu, A. B., Chandy, R. K., & Prabhu, J. C. (2003). Sources and financial consequences of radical innovation: Insights from pharmaceuticals. Journal of Marketing, 67(4), 88–102.CrossRef
Sridhar, S., Narayanan, S., & Srinivasan, R. (2014). Dynamic relationships among, R&D, advertising, inventory, and firm performance. Journal of the Academy of Marketing Science, 42, 277–290.CrossRef
Srinivasan, R., Lilien, G. L., & Rangaswamy, A. (2004). First in, first out? The effects of network externalities on pioneer survival. Journal of Marketing, 68(1), 41–58.CrossRef
Srinivasan, R., Lilien, G. L., & Sridhar, S. (2011). Should firms spend more on research and development and advertising during recessions? Journal of Marketing, 75(3), 49–65.CrossRef
Srivastava, R. K., Shervani, T. A., & Fahey, L. (1998). Market-based assets and shareholder value: A framework for analysis. Journal of Marketing, 62(January), 2–18.CrossRef
Srivastava, R. K., Fahey, L., & Christensen, J. H. (2001). The resource-based view and marketing: The role of market-based assets in gaining competitive advantage. Journal of Management, 27(6), 777–802.CrossRef
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro foundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.CrossRef
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.CrossRef
Tuli, K., Bharadwaj, S.G. (2009). Customer satisfaction and stock returns risk. Journal of Marketing, 73, 184–97.
Waring, G. F. (1996). Industry difference in the persistence of firm-specific returns. The American Economic Review, 86(5), 1253–1265.
Wies, S., & Moorman, C. (2015). Going public: How stock market listing changes firm innovation behavior. Journal of Marketing Research, 25(5), 694–709.CrossRef
Wilden, R., & Gudergon, S. P. (2015). The impact of dynamic capabilities on operational, marketing and technological capabilities: Investigating the role of environmental turbulence. Journal of the Academy of Marketing Science, 43(2), 181–199.CrossRef
Zingales, L. (1998). Survival of the fittest or the fattest? Exit and financing in the trucking industry. The Journal of Finance, 53(3), 905–938.CrossRef
Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13, 339–351.CrossRef
Zwiebel, J. (1996). Dynamic capital structure under managerial entrenchment. American Economic Review, 86(5), 1197–1215.
Metadaten
Titel
Should firms invest more in marketing or R&D to maintain sales leadership? An empirical analysis of sales leader firms
verfasst von
Gautham Vadakkepatt
Venkatesh Shankar
Rajan Varadarajan
Publikationsdatum
11.03.2021
Verlag
Springer US
Erschienen in
Journal of the Academy of Marketing Science / Ausgabe 6/2021
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI
https://doi.org/10.1007/s11747-021-00774-2

Weitere Artikel der Ausgabe 6/2021

Journal of the Academy of Marketing Science 6/2021 Zur Ausgabe

Original Empirical Research

Space between products on display: the impact of interspace on consumer estimation of product size

Original Empirical Research

When drivers become inhibitors of organic consumption: the need for a multistage view

Original Empirical Research

The influence of the online community, professional critics, and location similarity on review ratings for niche and mainstream brands

Original Empirical Research

Advertising, incentives, and the upsell: how advertising differentially moderates customer- vs. retailer-directed price incentives’ impact on consumers’ preferences for premium products

Original Empirical Research

The differing impacts of brand-line breadth and depth on customers’ repurchasing behavior of frequently purchased packaged goods

Original Empirical Research

Relating entertainment features in screenplays to movie performance: an empirical investigation