An investigation of marketing capabilities and social enterprise performance in the UK and Japan
An investigation of marketing capabilities and social enterprise performance in the UK and Japan
The purpose of this article is to extend the existing research on the relationship between eight different types of marketing capability and social enterprise performance. More specifically, we examine third-sector organizations that have transformed their traditional business model to become more business-like social enterprises and how these marketing capabilities influence the success of this transformation in both the UK and Japan. We identify, among other things, that not all marketing capabilities are positively associated with social enterprise performance. These findings challenge the conventional wisdom that market-driven organizations must develop all types of marketing capability. We suggest that social entrepreneurs should develop their marketing capabilities selectively according to their specific performance objectives.
267-298
Liu, Gordon
007f9930-f197-4b10-88a6-f20102249711
Eng, Teck-Yong
349165eb-272c-4a7a-93b4-e2416ed4a537
Takeda, Sachiko
0eb1b6bb-b212-48df-b334-ea1d27dc2ca3
March 2015
Liu, Gordon
007f9930-f197-4b10-88a6-f20102249711
Eng, Teck-Yong
349165eb-272c-4a7a-93b4-e2416ed4a537
Takeda, Sachiko
0eb1b6bb-b212-48df-b334-ea1d27dc2ca3
Liu, Gordon, Eng, Teck-Yong and Takeda, Sachiko
(2015)
An investigation of marketing capabilities and social enterprise performance in the UK and Japan.
Entrepreneurship Theory and Practice, 39 (2), .
(doi:10.1111/etap.12041).
Abstract
The purpose of this article is to extend the existing research on the relationship between eight different types of marketing capability and social enterprise performance. More specifically, we examine third-sector organizations that have transformed their traditional business model to become more business-like social enterprises and how these marketing capabilities influence the success of this transformation in both the UK and Japan. We identify, among other things, that not all marketing capabilities are positively associated with social enterprise performance. These findings challenge the conventional wisdom that market-driven organizations must develop all types of marketing capability. We suggest that social entrepreneurs should develop their marketing capabilities selectively according to their specific performance objectives.
Text
LiuEngTakeda_ETP_May13.pdf
- Version of Record
Restricted to Repository staff only
More information
e-pub ahead of print date: 7 May 2013
Published date: March 2015
Organisations:
Centre for Digital, Interactive & Data Driven Marketing
Identifiers
Local EPrints ID: 391546
URI: http://eprints.soton.ac.uk/id/eprint/391546
ISSN: 1042-2587
PURE UUID: 2f04f3d3-029a-469c-b83c-4bb153127165
Catalogue record
Date deposited: 22 Apr 2016 14:32
Last modified: 14 Mar 2024 23:31
Export record
Altmetrics
Contributors
Author:
Gordon Liu
Author:
Teck-Yong Eng
Author:
Sachiko Takeda
Download statistics
Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.
View more statistics