Channel Collaboration, Market Orientation and Performance Advantages: Discovering Developed and Emerging Markets

Abstract

Channel collaboration has occupied an increasingly prominent role in contemporary business strategy, and has been considered a key driver for providing value for the partnering firms involved. Drawing on the resource based theory of the firm, the present study aims to explore the effects of collaborative capability and market orientation on firms' performance advantages in the context of marketing channels. We also investigate whether the firms in developed and emerging markets significantly differ in their capability profiles. The data consists of 545 responses to a survey of small, medium-sized and large companies representing the grocery goods sector (manufacturers, wholesalers and retailers) in nine countries. In line with the theory, channel collaboration enhances positional and performance advantages of firms, and this collaboration is shaped by the type of economy adopted.

Key Words:

• Channel collaboration
• market orientation
• performance
• type of economy

Acknowledgements

We would like to thank the following members in our research consortium for their invaluable assistance in providing data for this inquiry: Professor Graham Hooley, Aston Business School, UK; Professor Gordon Greenley, Aston Business School, UK; Professor József Beracs, Budapest University of Economic Sciences, Hungary; Professor Krzysztof Fonfara, the Wielkopolska Business School, Poland; Professor Mark Gabbott, Monash University, Australia; Professor Sheelagh Matear, Lincoln University, New Zealand; Professor Hans Mühlbacher, University of Innsbruck, Austria; Professor Boris Snoj, University of Maribor, Slovenia; Associate Professor Vasilis Theoharakis, Aston Business School, UK (data from Greece).