Abstract
This book chapter draws on the dynamic capability approach to specify the elements of the dynamic capability innovation communication necessary to maintain the management of communication processes, tools and activities regarding the communication of a corporation’s or collaborative network’s innovation portfolio in the innovation economy. Dynamic capabilities can facilitate enterprise performance in a continuously changing environment with rapid innovation and globally spread resources, capacities, and stakeholders. In this context, innovation communication enables systematically planned transactional information transmissions related to innovations, context-issues of innovations and innovative capability and addresses communication markets, resource markets and sales markets based on a chosen innovation communication strategy. As one of a corporation’s dynamic capabilities, innovation communication may not only positively influence an innovation’s diffusion or innovation reputation in environmental dynamics but may also re-shape different markets and collaborative networks as well as create and extend strategic assets to communicate innovations in a highly competitive innovation economy. After introducing a foundation of sustainable enterprise performance by dynamic capabilities in the innovation economy, this book chapter presents a conceptual definition and description of the elements of the cross-functional dynamic capability innovation communication including a classification system as a fundamental basis on which future research might build on, in particular to specify the dynamic capability innovation communication for empirical research studies. Based on the characteristics of innovation communication, strategies and strategic tools for organizations and collaborative networks are also provided to support decision-making in strategic corporate communication management.
Author’s Note:
This book chapter represents ideas from the Ph.D. thesis work by Nicole Pfeffermann and thus is based on the publication (pending process).
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
Bibliography
Akdeniz, M.B., Gonzalez-Padron, T., & Calantone, R.J. (2010). An integrated marketing capability benchmarking approach to dealer performance through parametric and nonparametric analyses. Industrial Marketing Management, 39(1): 150–160.
Ambrosini, V. & Bowman, V. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, 11(1): 29.
Argenti, P.A. (2007). Corporate Communication. (4th ed.). New York: Mc-Graw Hill.
Argenti, P.A. (2009). Strategic Corporate Communication. A Global Approach for Doing Business in the New India. New York: McGraw-Hill.
Arndt, J. (1967). Role of product-related conversations in the diffusion of a new product. Journal of Marketing Research, 4(August): 291–294.
Austin, E.W. & Pinkleton, B.E. (2006). Strategic Public Relations Management (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
Ayoko, O., Härtel, C., Fisher, G., & Fujimoto, Y. (2004). Communication Competence in Cross-Cultural Business Interactions. In D. Tourish, & O. Hargie (Eds.), Key Issues in Organizational Communication (pp. 157–171). New York: Routledge.
Äyväri, A. & Möller, K. (1999). Marketing Capability of Small Firms Operating in Networks. Helsinki: Helsingin Kauppakorkeakoulu. Working papers/Helsinki School of Economics and Business Administration: W; 227; ISBN: 951-791-407-5.
Babcock, R.D. & Babcock, B.D. (2001). Language-based communication zones in international business communication. The Journal of Business Communication, 38(4): 372–441.
Barnett, M., Jermier, J., & Lafferty, B. (2006). Corporate reputation: The definitional landscape. Corporate Reputation Review, 9(1): 26–38.
Barney, J.B. (2007). Gaining and Sustaining Competitive Advantage. (3rd ed.). New Jersey: Pearson Prentice Hall.
Bartlett, F.C. (1932). Remembering. A Study in Experimental and Social Psychology. Cambridge, UK: Cambridge University Press.
Belasen, A.T. (2008). The Theory and Practice of Corporate Communication. A Competing Values Perspective. Thousand Oaks, CA: Sage.
Berger, J. & Heath, C. (2008). Who drives divergence? Identity signaling, outgroup dissimilarity, and the abandonment of cultural tastes. Journal of Personality and Social Psychology, 95(3): 593–607.
Bittner, J.R. (1985). Fundamentals of Communication. Englewood Cliffs: Prentice-Hall.
Brem, A. (2008). The Boundaries of Innovation and Entrepreneurship: Conceptual Background and Essays on Selected Theoretical and Empirical Aspects. Wiesbaden: Gabler.
Brewer, W.F. & Nakamura, G.V. (1984). The Nature and Functions of Schemas. In R.S. Wyer Jr., & Srull, T.K. (Eds.), Handbook of social cognition (Vol. 1; pp. 119–160). Hillsdale, NJ: Lawrence Erlbaum Associates.
Bruhn, M. (2003). Integrierte Unternehmens- und Markenkommunikation (3rd ed.). Stuttgart: Schäffer-Poeschel.
Bruhn, M. (2005). Unternehmens- und Marketingkommunikation. Handbuch für ein integriertes Kommunikationsmanagement. München: Vahlen.
Bruhn, M. (2008). Planning Integrated Marketing Communications. In H. Sievert, & D. Bell (Eds.), Communication and Leadership in the 21st Century (pp. 13–34). Gütersloh, Germany: Verlag Bertelsmann Stiftung.
Bruhn, M. (2009). Integrierte Unternehmens- und Markenkommunikation: Strategische Planung und operative Umsetzung. (5th ed.). Stuttgart, Germany: Schäffer-Poeschel.
Bruhn, M. & Ahlers, G.M. (2011). Integrated Communication in the Innovation Process. In M. Hülsmann, & N. Pfeffermann (Eds.), Strategies and Communications for Innovations (Chapter 10). Berlin, Germany: Springer.
Brumfield, C.R., Goldney, J., & Gunning, S. (2008). Whiff. The Revolution of Scent Communication in the Information Age. New York: Quimby.
Bruni, D.S. & Verona, G. (2009). Dynamic marketing capabilities in science-based firms: An exploratory investigation of the pharmaceutical industry. British Journal of Management, 20: 101–117.
Burgelman, R.A., Christensen, C.M., & Wheelwright, S.C. (2009). Strategic Management of Technology and Innovation. Boston: McGraw-Hill.
Burgoon, M. & Ruffner, M. (1978). Human Communication. A Revision of Approaching Speech/Communication. New York: Holt, Rinehart & Winston.
Chang, W., Park, J.E., & Chaiy, S. (2010). How does CRM technology transform into organizational performance? A mediating role of marketing capability. Journal of Business Research, 63: 849–855.
Chesbrough, H.W. (2003). The era of open innovation. MIT Sloan Management Review, 44(3): 35–41.
Chesbrough, H.W. (2006). Open Innovation: A New Paradigm for Understanding IndustrialInnovation. In H.W. Chesbrough, J. West, & W. Vanhaverbeke (Eds.), Open Innovation: Researching a New Paradigm (pp. 1–14). Oxford: Oxford University Press.
Conrad, C. & Poole, M.S. (2004). Strategic Organizational Communication in a Global Economy. (6th ed.). Belmont, CA: Wadsworth.
Cornelissen, J.P. (2004). Corporate Communication – Theory and Practice. London: Sage.
Cornelissen, J. (2008). Corporate Communication: A Guide to Theory and Practice. Los Angeles: Sage.
Crosby, L.A., & Johnson, S.L. (2006). Customer-centric innovation. Marketing Management, 15(2): 12–13.
Dahinden, U. (2006). Framing. Eine integrative Theorie der Massenkommunikation. Konstanz, Germany: UVK Verlagsgesellschaft mbH.
Daschkovska, K., Pfeffermann, N., Meyer-Larsen, N., & Hülsmann, M. (2010). Adoption Framework for Innovations in Logistic Transport Chains. In W. Kersten, T. Blecker, & C. Lüthje (Eds.), Pioneering Solutions in Supply Chain Management. A Comprehensive Insight into Current Management Approaches (pp. 347–364). Berlin: Erich Schmidt Verlag.
Davenport, T.H., Leibold, M., & Voelpel, S. (Eds.) (2006). Strategic Management in the Innovation Economy. Strategy Approaches and Tools for Dynamic Innovation Capabilities. Erlangen: Publics Publishing and Wiley-VCH.
Day, G. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4): 37–52.
de la Fuente Sabate, J.M. & de Quevedo Puente, E. (2003). The concept and measurement of corporate reputation: An application to spanish financial intermediaries. Corporate Reputation Review, 5(4): 280–301.
de Wit, B. & Meyer, R. (2005). Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage. (2nd ed.) London: Thomson Learning.
Denning, S. (2005). The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative. San Francisco, CA: Wiley.
deVito, J.A. (1997). Human Communication; The Basic Course. New York: Longman.
Drejer, A. (2002). Situations for innovation management: towards a contingency model. European Journal of Innovation Management, 5(1): 4–17.
Dutta, S., Narasimhan, O., & Rajiv, S. (1999). Success in high technology markets: Is marketing capability critical? Marketing Science Institute (Working Paper Report No. 99-119), 1–44.
Dwivedi, A. & Butcher, T. (2008). Supply Chain Management and Knowledge Management – Integrating Critical Perspectives in Theory and Practice. Hampshire: Palgrave Macmillan.
Esch, F.-R. (2006). Wirkung integrierter Kommunikation. Ein verhaltenswissenschaftlicher Ansatz für Werbung. (4th ed.) Gabler, Germany: Wiesbaden.
Feldman, M.S. & Pentland, B.T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administration Science Quarterly, 48(1): 95–118.
Fink, S. (2009). Strategische Kommunikation für Technologie und Innovationen – Konzeption und Umsetzung. In A. Zerfaß & K.M. Möslein (Eds.), Kommunikation als Erfolgsfaktor im Innovationsmanagement: Strategien im Zeitalter der Open Innovation (pp. 209–226). Wiesbaden, Germany: Gabler.
Fog, K., Budtz, C., Munch, P., & Blanchette, S. (2005). Storytelling: Branding in Practice. Berlin: Springer.
Frenzel, K., Müller, M., & Sottong, H. (2006). Storytelling. Das Praxisbuch. Wien: Carl Hanser Verlag.
Galotti, K. (2003). Cognitive Psychology In and Out of the Laboratory. Belmont, CA: Thomson Wadsworth.
Golfetto, F. & Rinallo, D. (2008). Reshaping Markets Through Collective Marketing Strategies: Lesson from the Textile Industry. In K. Tollin & A. Carù (Eds.), Strategic Market Creation. A New Perspective on Marketing and Innovation Management. Hoboken, NJ: Wiley.
Goodman, M.B. & Hirsch, P.B. (2010). Corporate Communication. Strategic Adaption for Global Practice. New York: Peter Lang.
Grant, R.M. (2008). Contemporary Strategy Analysis (6th ed.). Oxford: Blackwell.
Grensing-Pophal, L. (2006). The Essentials of Corporate Communications and Public Relations (Compiler: Harvard Business School Press/Society for Human Resource Management). Boston, MA: Harvard Business School Press.
Helfat, C.E., Finkelstein, C., Mitchell, W., Peteraf, M.A., Singh, H., Teece, D.J., & Winter, S.G. (2007). Dynamic Capabilities: Understanding Strategic Change in Organizations. Malden, MA: Blackwell.
Herzog, P. (2008). Open and Closed Innovation: Different Cultures for Different Strategies. Wiesbaden: Gabler.
Hesse, H.-W. (1987). Kommunikation und Diffusion von Produktinnovationen im Konsumgüterbereich : Prognose d. Erstkäufe bei kauffördernder und kaufhemmender Kommunikation mit Diffusionsmodellen. Berlin, Germany: Duncker & Humblot.
Hill, C.W.L. & Jones, G.R. (2008). Strategic Management Theory: An Integrated Approach. Boston: Houghton Miffin.
Hofbauer, G., Körner, R., Nikolaus, U., & Poost, A. (2009). Marketing von Innovationen. Strategien und Mechanismen zur Durchsetzung von Innovationen. Stuttgart, Germany: Kohlhammer.
Huck, S. (2009). Innovationskommunikation in den Arenen der Medien. Campaigning, Framing und Storytelling. In A. Zerfaß & K.M. Möslein (Eds.), Kommunikation als Erfolgsfaktor im Innovationsmanagement. Strategien im Zeitalter der Open Innovation. Wiesbaden, Germany: Gabler.
Ingenhoff, D. & Röttger, U. (2008). Issues Management. Ein zentrales Verfahren der Unternehmenskommunikation. In M. Meckel, & Schmid, B.F. (Eds.), Unternehmenskommunikation : Kommunikationsmanagement aus Sicht der Unternehmensführung (pp. 323–354). Wiesbaden, Germany: Gabler Verlag.
Jablin, F.M. & Sias, P.M. (2004). Communication Competence. In F.M. Jablin & L.L. Putman (Eds.) The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods (pp. 818–864). Thousand Oaks, CA: Sage.
Jones, R. & Tollin, K. (2008). Marketing’s Role for Firms’ Renewal and Innovation Capability. In K. Tollin & A. Carù (Eds.), Strategic Market Creation. A New Perspective on Marketing and Innovation Management. Hoboken, NJ: Wiley.
Kane, M. & Trochim, W.M.K. (2007). Concept Mapping for Planning and Evaluation. Thousand Oaks: Sage.
Kima, S.-H. & Nam, S. (2004). Across the threshold: Role of performance and compatibility in innovative new products’ market penetration. Industrial Marketing Management, 33: 689–699.
Koolman, K. (2006). Markenerfolg mit Marketinginnovationen. Saarbrücken, Germany: VDM Verlag Dr. Müller.
Krishna, A. (2010). (Ed.). Sensory Marketing: Research on the Sensuality of Products. New York: Routledge.
Kroeber-Riel, W. (1993). Bildkommunikation : Imagerystrategien für die Werbung. München, Germany: Vahlen.
Lichenthaler, U. & Lichtenthaler, E. (2009). A capability-based framework for open innovation: complementing absorptive capacity. Journal of Management Studies, 46(8): 1315–1338.
Lindgren, M. & Bandhold, H. (2009). Scenario Planning. The Link Between Future and Strategy (2nd ed.). Basingstoke: Palgrave Macmillan.
Maathuis, O., Rodenburg, J., & Sikkel, D. (2004). Credibility, emotion or reason? Corporate Reputation Review, 6(4): 333–345.
Mahajan, V., Muller, E., & Bass, F.M. (1990). New product diffusion models in marketing: A review and directions for research. Journal of Marketing, 54: 1–26.
Mahajan, V., Muller, E., & Bass, F.M. (1995). Diffusion of new products: Empirical generalizations and managerial uses. Marketing Science, 14(3): 79–88.
Mahajan, V., Muller, E., & Wind, Y. (2000). New-Product Diffusion Models: From Theory to Practice. In V. Mahajan, E. Muller, & Y. Wind (Eds.) New-Product Diffusion Models (pp. 3–27). Düsseldorf: Springer.
Martilla, J.A. (1971). Word-of-mouth communication in the industrial adoption process. Journal of Marketing Research, 8(2): 173–178.
Mast, C. & Zerfaß, A. (2005). Neue Ideen erfolgreich durchsetzen. Das Handbuch der Innovationskommunikation. Frankfurt am Main, Germany: F.A.Z.-Institut für Management-, Markt- und Medieninformation.
Mast, C., Huck, S., & Zerfass, A. (2005). Innovation communication. Outline of the concept and empirical findings from Germany. Innovation Journalism, 2(7): 1–14.
Mast, C., Huck, S., & Zerfaß, A. (2006). Innovationskommunikation in dynamischen Märkten. Empirische Ergebnisse und Fallstudien. Berlin, Germany: Lit Verlag.
Mazzarol, T. (2011). The Role of Word of Mouth in the Diffusion of Innovation. In M. Hülsmann, & N. Pfeffermann (Eds.), Strategies and Communications for Innovations (Chapter 9). Berlin, Germany: Springer.
McGee, J., Thomas, H., & Wilson, D. (2005). Strategy: Analysis and Practice. New York: McGraw Hill.
Miller, K. (2005). Communication Theories: Perspectives, Processes, and Contexts. (2nd ed.). New York: McGraw-Hill.
Mohr, J., Sengupta, S., & Slater, S. (2009). Marketing of High-Technology Products and Innovations. (3rd ed.). New Jersey: Pearson.
Möller, K. & Anttila, M. (1987). Marketing capability – A key success factor in small business? Journal of Marketing Management, 3(2): 185–203.
Moreau, C.P., Lehmann, D.R., & Markman, A.B. (2001). Entrenched knowledge structures and consumer response to new products. Journal of Marketing Research, 38(2), 14–29.
Morgan, N.A., Zou, S., Vorhies, D.W., & Katsikeas, C.S. (2003). Experiential and informational knowledge, architectural marketing capabilities, and the adaptive performance of export ventures: A cross-national study. Decision Sciences, 34(2): 287–321.
Morgan, N.A., Slotegraaf, R.J., & Vorhies, D.W. (2009a). Linking marketing capabilities with profit growth. International Journal of Research in Marketing, 26(4): 284–293.
Morgan, N.A., Vorhies, D.W., & Mason, C.H. (2009b). Market orientation, marketing capabilities, and firm performance. Strategic Management Journal, 30(8): 909–920.
Nath, P., Nachiappan, S., & Ramanathan, R. (2010). The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view. Industrial Marketing Management, 39(2): 317–329.
Nordfors, D. (2009). Innovation Journalism, Attention Work and the Innovation Economy A Review of the Innovation Journalism Initiative 2003–2009. Innovation Journalism, 6(May 1): 1–46.
Orlikowski, W.J. & Gash, D.C. (1994). Technological frames – making sense of information technology in organizations. ACM Transactions on Information Systems, 12(2): 174–207.
Pablo, A., Reay, T., Dewald, J.R., & Casebeer, A.L. (2007). Identifying, enabling and managing dynamic capabilities in the public sector. Journal of Management Studies, 44: 687–708.
Pae, J.H., & Lehmann, D.R. (2003). Multigeneration innovation diffusion: The impact of intergeneration time. Journal of the Academy of Marketing Science, 31(1): 36–45.
Papa, M.J., Daniels, T.D., & Spiker, B.K. (2008). Organizational Communication. Perspective and Trends. Thousand Oaks, CA: Sage.
Peres, R., Muller, E., & Mahajan, V. (2010). Innovation diffusion and new product growth models: A critical review and research directions. International Journal of Research in Marketing, 63: 849–855.
Pfannenberg, J. & Zerfaß, A. (2005). (Eds.) Wertschöpfung durch Kommunikation. Frankfurt am Main: Frankfurter Allgemeine Buch.
Pfeffermann, N. (2011). The Scent of Innovation – Towards an Integrated Management Concept for Visual and Scent Communication of Innovation. In M. Hülsmann & N. Pfeffermann (Eds.), Strategies and Communications for Innovations (Chapter 12). Berlin, Germany: Springer.
Pfeffermann, N., Hülsmann, M., & Scholz-Reiter, B. (2008). Framing Innovations to Grasp Stakeholders’ Attention: A Dynamic Capability-Based Conception of Innovation Communication. Research Report 2007/08 International Graduate School for Dynamics in Logistics, Vol. 01, 2008, pp. 40–44.
Pozzi, M. (2001). The Terminological Definition: Conflicts Between Theory. In F. Mayer (Ed.), Language for Special Purposes: Perspectives for the New Millennium, Linguistics and Cognitive Aspects, Knowledge Representation and Computational Linguistics, Terminology, Lexikography, and Didactics (Vol. 1, pp. 272–281). Tübingen: Narr.
Prandelli, E., Sawhney, M., & Verona, G. (2008). Collaborating with Customers to Innovate. Conceiving and Marketing Products in the Networking Age. Northampton, MA: Edward Elgar.
Protogerou, A., Caloghirou, Y., & Lioukas, S. (2008). Dynamic capabilities and their indirect impact on firm performance. Conference Paper on Entrepreneurship and Innovation – Organizations, Institutions, Systems, and Regions. Copenhagen, CBS, June 17–20, 2008. Available at: http://www2.druid.dk/conferences/viewpaper.php?id=3718&cf=29 [date: 30-01-2010].
Putman, L.L. & Fairhurst, G.T. (2004). Discourse Analysis in Organizations. Issues and Concerns. In F.M. Jablin, & L.L. Putman (Eds.) The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods (pp. 78–136). Thousand Oaks, CA: Sage.
Rempel, J.E. & Esch, F.-R. (2009). Olfaktorische Reize in der Kommunikation. In M. Bruhn, F.-R. Esch, & T. Langer (Eds.), Handbuch Kommunikation: Grundlagen, innovative Ansätze, praktische Umsetzungen (pp. 285–315). Wiesbaden: Gabler Verlag.
Ringland, D. (2006). Scenario Planning, Managing for the Future (2nd ed.). Chichester: Wiley.
Rogers, E.M. (2003). Diffusion of Innovations. (5th ed.). New York: Free.
Rohde, M., Pfeffermann, N., Echelmeyer, W., & Rasch, C. (2011). The High-Tech Innovation ‘ParcelRobot’ – Patent Strategy and Communication Tools. In M. Hülsmann, & N. Pfeffermann (Eds.), Strategies and Communications for Innovations (Chapter 25). Berlin, Germany: Springer.
Rohlfs, J.H. (2001). Bandwagon Effects in High-Technology Industries. Cambridge, MA: MIT Press.
Rumelhart, D.E. & Norman, D.A. (1988). Representation in Memory. In R.C. Atkinson (ed.) Stevens’ Handbook of Experimental Psychology: Vol. 2 Learning and Cognition (2nd ed., pp. 511–587). New York: Wiley.
Rumelhart, D.E. & Ortony, A. (1977). The Representation of Knowledge in Memory. In R.C. Anderson, R.J. Spiro, & W.E. Montague (Eds.), Schooling and the Acquisition of Knowledge (pp. 99–135). Hillsdale, NJ: Erlbaum.
Sandberg, B. (2008). Managing and Marketing Radical Innovations. London: Routledge.
Scheufele, D.A. (1999). Framing as a theory of media effects. Journal of Communication, 49(1): 103–122.
Scheufele, B. (2003). Frames, Framing, Framing-Effekte. Theoretische und methodische Grundlegung des Framing-Ansatzes sowie empirische Befunde zur Nachrichtenproduktion. Wiesbaden: Westdeutscher Verlag.
Schilling, M.A. (2008). Strategic Management of Technological Innovation (2nd ed.). New York: McGraw Hill.
Schreyögg, G. & Kliesch-Eberl, M. (2007). How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management Journal, 28: 913–933.
Scents in Arts (2010). Available at http://www.scents-in-arts.com [date: 01-08-2010].
Simmons, A. (2007).Whoever Tells the Best Story Wins: How to Use Your Own Stories to Communicate with Power and Impact. New York: Amacon.
Slotegraaf, R.J. & Dickson, P.R. (2004). The paradox of a marketing planning capability. Journal of the Academy of Marketing Science, 32(4): 371–385.
Smith, R.D. (2009). Strategic Planning for Public Relations (3rd ed.). New York: Taylor & Francis.
Somaya, D. & Teece, D.J. (2007). Patents, Licensing and Entrepreneurship: Effecting Innovation in Multi-Invention Context. In E. Sheshinski, R.J. Strom, & W.J. Baumol (eds.), Entrepreneurship, Innovation, and the Growth Mechanism of the Free-Market Enterprise. Princeton, NJ: Princeton University Press.
Song, M., van der Bij, H., & Weggeman, M. (2005). Determinants of the level of knowledge application: a knowledge-based and information-processing perspective. Journal of Product Innovation Management, 22(5): 430–444.
Song, M., Nason, R.W., & Benedetto, A.D. (2008). Distinctive marketing and information technology capabilities and strategic types: A cross national investigation. Journal of International Marketing, 16(1): 4−38.
Sowter, C.V. (2000). Marketing High Technology Services. Aldershot: Gower.
Steinhoff, F. & Trommsdorff, V. (2011). Innovation Marketing – An Introduction. In M. Hülsmann, & N. Pfeffermann (Eds.), Strategies and Communications for Innovations (Chapter 8). Berlin, Germany: Springer.
Steinmann, H. & Schreyögg, G. (2005). Management: Grundlagen der Unternehmensführung: Konzepte – Funktionen – Fallstudien (6th ed.). Wiesbaden, Germany: Gabler.
Talke, K. (2005). Einführung von Innovationen. Marktorientierte strategische und operative Aktivitäten als kritische Erfolgsfaktoren. Wiesbaden, Germany: Deut. Univ.-Verlag.
Teece, D.J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13): 1319–1350.
Teece, D.J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7): 509–533.
Tomochi, M., Murata, H., & Kono, M. (2005). A consumer-based model of competitive diffusion: The multiplicative effects of global and local network externalities. Journal of Evolutionary Economics, 15: 273–295.
Trommsdorff, V. & Steinhoff, F. (2007). Innovations Marketing. München: Franz Vahlen.
Tuominen, M. (1997). Marketing Capability and Market Orientation in Strategy Interface. Helsingin kauppakorkeakoulun julkaisuja B-1, Helsinki.
van den Bulte, C. & Stremersch, S. (2004). Social contagion and income heterogeneity in new product diffusion: A meta-analytic test. Marketing Science, 23(4): 530–544.
van Riel, C. & Fombrun, C. (2008). Essentials of Corporate Communication. Implementing Practices for Effective Reputation Management. New York: Taylor & Francis.
Vorhies, D.W. (1998). An investigation of the factors leading to the development of marketing capabilities and organizational effectiveness. Journal of Strategic Marketing, 6: 3–23.
Vorhies, D.W. & Morgan, N.A. (2003). A configuration theory assessment of marketing organization fit with business strategy and its relationship with marketing performance. Journal of Marketing, 67(1): 100–115.
Vorhies, D.W. & Morgan, N.A. (2005). Benchmarking marketing capabilities for sustainable competitive advantage. Journal of Marketing, 96(1): 80–94.
Vorhies, D.W., Morgan, R.E., & Autry, C.W. (2009). Product-market strategy and the marketing capabilities of the firm: impact on market effectiveness and cash flow performance. Strategic Management Journal, 30(12): 1310–1334.
Waarts, E., van Everdingena, Y.M., & van Hillegersberg, J. (2002). The dynamics of factors affecting the adoption of innovations. Journal of Product Innovation Management, 19: 412–423.
Waldmann, M.R. (1990). Schema und Gedächnis: das Zusammenwirken von Raum- und Ereignisschema beim Gedächnis für Alltagssituationen. Heidelberg, Germany: Roland Asanger Verlag.
Weber, R. & Crocker, J. (1983). Cognitive processes in the revision of stereotypic beliefs. Journal of Personality and Social Psychology, 45(5): 961–977.
Weerawardena, J. (2003). The role of marketing capability in innovation-based competitive strategy. Journal of Strategic Marketing, 11: 15–35.
Wellmon, T. (1988). Conceptualizing organizational communication competence: A rules-based perspective. Management Communication Quarterly, May 1: 515–534.
Zander, U. & Kogut, B. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test. Organization Science, 6(1): 76–92.
Zaremba, A.J. (2003). Organizational Communication: Foundations for Business & Management. Mason, Ohio: Thomson/South-Western.
Zaremba, A.J. (2006). Organizational Communication: Foundations for Business & Collaboration. Mason, Ohio : Thomson/South-Western.
Zerfaß, A. (2007). Unternehmenskommunikation und Kommunikationsmanagement: Grundlagen, Wertschöpfung, Integration. In M. Piwinger, & Zerfaß A. (eds.), Handbuch der Unternehmenskommunikation (pp. 21–70).Wiesbaden, Germany: Gabler Verlag.
Zerfaß, A. (2009). Kommunikation als konstitutives Element im Innovationsmanagement – Soziologische und kommunikationswissenschaftliche Grundlagen der Open Innovation. In A. Zerfaß & K.M. Möslein (Eds.), Kommunikation als Erfolgsfaktor im Innovationsmanagement: Strategien im Zeitalter der Open Innovation (pp. 23–56). Wiesbaden, Germany: Gabler.
Zerfaß, A. & Ernst, N. (2008). Kommunikation als Erfolgsfaktor im Innovationsmanagement. Ergebnisse einer Studie in deutschen Zukunftstechnologie-Branchen. Leipzig: Universität Leipzig.
Zerfaß, A. & Möslein, K.M. (2009). Kommunikation als Erfolgsfaktor im Innovationsmanagement: Strategien im Zeitalter der Open Innovation. Wiesbaden, Germany: Gabler.
Zerfaß, A., Sandhu, S., & Huck, S. (2004). Innovationskommunikation – Strategisches Handlungsfeld für Corporate Communications. In G. Bentele, M. Piwinger, & G. Schönborn (Eds.), Kommunikationsmanagement. Strategien, Wissen, Lösungen (August 2006; 1.24, pp. 1–30) München: Luchterhand.
Zou, S., Fang, E., & Zhao, S. (2003). The effect of export marketing capabilities on export performance: An investigation of Chinese exporters. Journal of International Marketing, 11(4): 32–55.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Appendix: Illustration of Definitions of Organizational Communication Competence and Marketing Capability (sorted in chronological and then alphabetical order and is not to be understood as a complete review)
Appendix: Illustration of Definitions of Organizational Communication Competence and Marketing Capability (sorted in chronological and then alphabetical order and is not to be understood as a complete review)
Type | Definition | Source |
|---|---|---|
Marketing capabilities | “The marketing capabilities include product development, the process to develop and manage product and service offerings; pricing, the strategy to extract the optimal revenue from firm’s sales; channel management, the course of action to establish and maintain the channels of distribution that effectively and efficiently deliver value to end-user customers; marketing communications, the ability to manage customer value perceptions; selling, the activity to fulfill customer orders; market information management, the practice to acquire and use market knowledge; marketing planning, the ability to create marketing strategies that optimize the match between the firm’s resources and its marketplace; marketing implementation, the process to transform marketing strategy into realized resource deployments” (p. 153; based on Vorhies and Morgan 2005) | Akdeniz et al. (2010) |
Marketing capability | “… marketing capability to be firm’s ability derived from two prominent components: marketing planning ability and marketing implementation ability.” (p. 850) | Chang et al. (2010) |
Marketing capability | “Marketing capability is defined as the integrative process, in which a firm uses its tangible and intangible resources to understand complex consumer specific needs, achieve product differentiation relative to competition, and achieve superior brand equity” (p. 319; based on Day 1994; Dutta et al. 1999; Song et al. 2005, 2008). | Nath et al. (2010) |
Dynamic marketing capabilities | “Dynamic marketing capabilities reflect human capital, social capital and the cognition of managers involved in the creation, use and integration of market knowledge and marketing resources in order to match and create market and technological change” (p. 103) | Bruni and Verona (2009) |
Marketing capability model | “… we focus on capabilities that are consistent with both Day’s (1994) marketing capability model and Srivastava et al.’s (1998) framework linking market-based assets with cash-flow growth”. = market-sensing capability; CRM capabilities, and brand management capabilities (p. 285) | Morgan et al. (2009a) |
Two interrelated marketing capability areas | “Two interrelated marketing capability areas have been identified: capabilities concerning individual ‘marketing mix’ processes, such as product development and management, pricing, selling, marketing communications, and channel management (e.g. Vorhies and Morgan 2005), and capabilities concerned with the processes of marketing strategy development and execution (e.g. Morgan et al. 2003). These capabilities may be rare, valuable, non-substitutable, and inimitable sources of advantage that can lead to superior firm performance (e.g. Vorhies and Morgan 2005). Further, as knowledge-based processes that become embedded over time, such capabilities may be difficult for competitors to imitate (e.g. Teece et al. 1997)” (pp. 910–911) | Morgan et al. (2009b) |
Architectural marketing capabilities and marketing capability integration | “… to simultaneously model the ways that product-market strategy influences specialized and architectural marketing capabilities and marketing capability integration” (p. 1321) | Vorhies et al. (2009) |
Marketing capabilities | Marketing capabilities are divided into inside-out capabilities, spanning capabilities, and outside-in capabilities (based on Day 1994) | Jones and Tollin (2008) |
“Marketing capabilities – such as skill in segmentation, Organizational Capabilities Information Technology Capabilities and Strategic Types 9 targeting, pricing, and advertising – enable the organization to take advantage of its market-sensing and technological capabilities and to implement effective marketing programs” (pp. 8). | Song et al. (2008) | |
Marketing-mix capabilities | “… the capabilities used to orchestrate marketing-mix capabilities and their resource inputs involving market information management and marketing strategy development and execution” (p. 82) | Vorhies and Morgan (2005) |
Marketing planning capability | “… marketing planning capability, we focus on specific elements fundamental to the overall marketing planning process” (p. 372) | Slotegraaf and Dickson (2004) |
Organizational communication competence along three dimensions (and an overview of several conceptualizations/definitions) | “… conceptualize organizational communication competence along three dimensions: competence assessment criteria, competence levels, and ecological systems. Such a conceptualization acknowledges the cognitive and behavioral components of communication competence, the developmental nature of communication competence, and the embeddedness of communication competence at various levels of analysis” (p. 833) | Jablin and Sias (2004) |
Architectural marketing capabilities | “Architectural marketing capabilities are defined in the literature as the processes by which firms plan appropriate combinations of available knowledge and other resources to deploy into their marketplace(s) and execute these planned resource deployments, transforming them into realized value offerings for target market(s).” (p. 293) | Morgan et al. (2003) |
Two types of marketing capabilities | “We identified and assessed two types of marketing capabilities: specialized capabilities regarding the specific marketing mix-based work routines used to transform available resources into valuable outputs […] and architectural capabilities regarding the marketing strategy formulation and execution work routines used to develop and coordinate specialized capabilities and their resource inputs …” (p. 106) | Vorhies and Morgan (2003) |
Marketing capability | “… marketing capability is defined as integrative processes designed to apply the collective knowledge, skills, and resources of the firm to the market-related needs of the business, enabling the business to add value to its goods and services and meet competitive demands.” (p. 19) | Weerawardena (2003) |
Four functional export marketing capabilities | “… we focus on four functional export marketing capabilities: pricing capability, product development capability, distribution capability, and communication capability” (p. 36) | Zou et al. (2003) |
External marketing capability and internal marketing capability | MAC = Marketing Capability “… External MAC is a function of the extension of a firm’s network positions and weak ties, and of such more individual competencies like the networking ability of key managers (or the owner–manager in micro firms), and their ability to develop valid cognitive maps of interrelated nets. … second MAC is labelled Strategic marketing capability. It is composed of two principal sub-capabilities, (1) market targeting and positioning capabilities, and (2) relationship developing capability.” (p. 20) | Äyväri and Möller (1999) |
Marketing capability | “Marketing Capability. A firm with a strong marketing capability – exhibiting superiority in identifying customer’s needs and in understanding the factors that influence consumer choice behavior – will be able to achieve better targeting and positioning of its brands relative to competing brands.” (p. 8) | Dutta et al. (1999) |
Marketing capabilities | “… marketing capabilities are the integrative processes designed to apply the collective knowledge, skills and resources of the firm to the market-related needs of the business, enabling the business to add value to its goods and services, adapt to market conditions, take advantage of market opportunities and meet competitive threats (Day 1994).” (p. 4) | Vorhies (1998) |
Marketing capability (inside-out, outside-in, and spanning processes) | “… marketing capability represents both the upstream or outside-in processes as well as the downstream or inside-out and spanning processes in regard tp business processes.” (p. 73) | Tuominen (1997) |
Inside-out capability, outside-in capability, and spanning capabilities | “Capabilities can be usefully sorted into three categories, depending on the orientation and focus of the defining processes […]. At one end of the spectrum are those that are deployed from the inside out and activated by market requirements, competitive challenges, and external opportunities. […] At the other end of the spectrum are those capabilities whose focal point is almost exclusively outside the organization. The purpose of these outside-in capabilities is to connect the processes that define the other organizational capabilities to the external environment and enable the business to compete by anticipating market requirements ahead of competitors and creating durable relationships with customers, channel members, and suppliers. Finally, spanning capabilities are needed to integrate the inside-out and outside-in capabilities” (p. 41) | Day (1994) |
Organizational communication competence | Conceptual definition of organizational communication competence consists of 13 related categories based on telephone interviews listing: friends; personal manner; successful behaviors; good leadership skills; understanding human nature; motivation; professionalism; organizational involvement; organized; feedback; interaction skills; effective verbal style; demonstration of knowledge (pp. 524–529) | Wellmon (1988) |
Marketing capability | “The marketing capability of a firm is a multi-faceted phenomenon. It is a complex combination of the human resources or assets, market assets, and organisational assets of a firm” (p. 187) | Möller and Anttila (1987) |
Rights and permissions
Copyright information
© 2011 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Pfeffermann, N. (2011). Innovation Communication as a Cross-Functional Dynamic Capability: Strategies for Organizations and Networks. In: Hülsmann, M., Pfeffermann, N. (eds) Strategies and Communications for Innovations. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-17223-6_18
Download citation
DOI: https://doi.org/10.1007/978-3-642-17223-6_18
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-17222-9
Online ISBN: 978-3-642-17223-6
eBook Packages: Business and EconomicsBusiness and Management (R0)