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Capabilities for market-shaping: triggering and facilitating increased value creation

  • Suvi NenonenEmail author
  • Kaj Storbacka
  • Charlotta Windahl
Original Empirical Research

Abstract

Applying grounded theory, we comprehensively categorize capabilities needed for market-shaping and synthesize them into a conceptual framework that describes the process and its outcomes. We establish that in order to improve value creation in a market, market-shapers must consider a larger system of relevant stakeholders, recognize the institutional arrangements governing their behaviors, and foster new resource linkages within and across stakeholders. Based on our analysis, we identify eight triggering capabilities, which generate new intra- and inter-stakeholder resource linkages by directly influencing various characteristics of the market, and four facilitating capabilities, which enable market-shaping by discovering the value potential of new resource linkages and augment the impact of the triggering capabilities by mobilizing relevant resources. We show that triggering capabilities are context-specific, whereas facilitating capabilities are generic. We conclude that there are performance outcomes of market-shaping not only for the shaping firm, but also for other stakeholders, and at overall market level.

Keywords

Market-shaping Marketing capabilities Dynamic capabilities Grounded theory 

Notes

Acknowledgements

The authors would like to thank Melissa Akaka, Luis Araujo, Roderick J. Brodie, Karen Fernandez, Pennie Frow, Hans Kjellberg, Cristina Mele, Jakki Mohr, Kristian Möller, Adrian Payne and Jaqueline Pels for their support during the research process and comments on earlier versions of the article, and the editor, area editor and three anonymous reviewers for their help in developing the manuscript. We also acknowledge the input of the participants in the first workshop of the Market Shaping and Innovation (MASHIN) special interest group of the Australian & New Zealand Marketing Academy (ANZMAC).

Funding

This research is funded by a Marsden grant (UOA1333) from the Royal Society of New Zealand.

Supplementary material

11747_2019_643_MOESM1_ESM.pdf (2.2 mb)
ESM 1 (PDF 2224 kb)

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Authors and Affiliations

  1. 1.Graduate School of ManagementThe University of Auckland Business SchoolAucklandNew Zealand
  2. 2.Department of MarketingThe University of Auckland Business SchoolAucklandNew Zealand

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