Periodic Table of Marketing Strategy logo: MS element tile, number 26The Periodic Table of Marketing Strategy v1.0

Column 5 · 36 works

Learning and Knowledge

Aguilar, Francis J. (1967), Scanning the Business Environment. New York: Macmillan.

Atuahene-Gima, Kwaku (2005), “Resolving the Capability–Rigidity Paradox in New Product Innovation”, Journal of Marketing, 69 (4), 61–83.

Baker, William E. and James M. Sinkula (1999), “The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance”, Journal of the Academy of Marketing Science, 27 (4), 411–27.

Bell, Simon J., Gregory J. Whitwell, and Bryan A. Lukas (2002), “Schools of Thought in Organizational Learning”, Journal of the Academy of Marketing Science, 30 (1), 70–86.

Blattberg, Robert C. and Stephen J. Hoch (1990), “Database Models and Managerial Intuition: 50% Model + 50% Manager”, Management Science, 36 (8), 887–99.

Calantone, Roger J., S. Tamer Cavusgil, and Yushan Zhao (2002), “Learning Orientation, Firm Innovation Capability, and Firm Performance”, Industrial Marketing Management, 31 (6), 515–24.

Challagalla, Goutam, Brian R. Murtha, and Bernard Jaworski (2014), “Marketing Doctrine: A Principles-Based Approach to Guiding Marketing Decision Making in Firms”, Journal of Marketing, 78 (4), 4–20.

Cohen, Wesley M. and Daniel A. Levinthal (1990), “Absorptive Capacity: A New Perspective on Learning and Innovation”, Administrative Science Quarterly, 35 (1), 128–52.

Day, George S. (1994), “The Capabilities of Market-Driven Organizations”, Journal of Marketing, 58 (4), 37–52.

Day, George S. (2002), “Managing the Market Learning Process”, Journal of Business & Industrial Marketing, 17 (4), 240–52.

Day, George S. (2011), “Closing the Marketing Capabilities Gap”, Journal of Marketing, 75 (4), 183–95.

Day, George S. and Paul J.H. Schoemaker (2006), Peripheral Vision: Detecting the Weak Signals That Will Make or Break Your Company. Boston: Harvard Business School Press.

Day, George S. and Prakash Nedungadi (1994), “Managerial Representations of Competitive Advantage”, Journal of Marketing, 58 (2), 31–44.

De Luca, Luigi M. and Kwaku Atuahene-Gima (2007), “Market Knowledge Dimensions and Cross-Functional Collaboration: Examining the Different Routes to Product Innovation Performance”, Journal of Marketing, 71 (1), 95–112.

Deshpandé, Rohit and Gerald Zaltman (1982), “Factors Affecting the Use of Market Research Information: A Path Analysis”, Journal of Marketing Research, 19 (1), 14–31.

Deshpandé, Rohit and Gerald Zaltman (1984), “A Comparison of Factors Affecting Researcher and Manager Perceptions of Market Research Use”, Journal of Marketing Research, 21 (1), 32–38.

Fiol, C. Marlene and Marjorie A. Lyles (1985), “Organizational Learning”, Academy of Management Review, 10 (4), 803–13.

Germann, Frank, Gary L. Lilien, and Arvind Rangaswamy (2013), “Performance Implications of Deploying Marketing Analytics”, International Journal of Research in Marketing, 30 (2), 114–28.

Glazer, Rashi (1991), “Marketing in an Information-Intensive Environment: Strategic Implications of Knowledge as an Asset”, Journal of Marketing, 55 (4), 1–19.

Jaworski, Bernard J., Deborah J. Macinnis, and Ajay K. Kohli (2002), “Generating Competitive Intelligence in Organizations”, Journal of Market-Focused Management, 5 (4), 279–307.

Kyriakopoulos, Kyriakos and Christine Moorman (2004), “Tradeoffs in Marketing Exploitation and Exploration Strategies: The Overlooked Role of Market Orientation”, International Journal of Research in Marketing, 21 (3), 219–40.

Li, Tiger and Roger J. Calantone (1998), “The Impact of Market Knowledge Competence on New Product Advantage: Conceptualization and Empirical Examination”, Journal of Marketing, 62 (4), 13–29.

Little, John D.C. (1979), “Decision Support Systems for Marketing Managers”, Journal of Marketing, 43 (3), 9–26.

March, James G. (1991), “Exploration and Exploitation in Organizational Learning”, Organization Science, 2 (1), 71–87.

Menon, Anil and P. Rajan Varadarajan (1992), “A Model of Marketing Knowledge Use Within Firms”, Journal of Marketing, 56 (4), 53–71.

Moorman, Christine (1995), “Organizational Market Information Processes: Cultural Antecedents and New Product Outcomes”, Journal of Marketing Research, 32 (3), 318–35.

Moorman, Christine and Anne S. Miner (1997), “The Impact of Organizational Memory on New Product Performance and Creativity”, Journal of Marketing Research, 34 (1), 91–106.

Ozkaya, H. Erkan, Cornelia Droge, G. Tomas M. Hult, Roger Calantone, and Elif Ozkaya (2015), “Market Orientation, Knowledge Competence, and Innovation”, International Journal of Research in Marketing, 32 (3), 309–18.

Rindfleisch, Aric and Christine Moorman (2001), “The Acquisition and Utilization of Information in New Product Alliances: A Strength-of-Ties Perspective”, Journal of Marketing, 65 (2), 1–18.

Sinkula, James M. (1994), “Market Information Processing and Organizational Learning”, Journal of Marketing, 58 (1), 35–45.

Sinkula, James M., William E. Baker, and Thomas Noordewier (1997), “A Framework for Market-Based Organizational Learning: Linking Values, Knowledge, and Behavior”, Journal of the Academy of Marketing Science, 25 (4), 305–18.

Slater, Stanley F. and John C. Narver (1995), “Market Orientation and the Learning Organization”, Journal of Marketing, 59 (3), 63–74.

van Bruggen, Gerrit H., Ale Smidts, and Berend Wierenga (1998), “Improving Decision Making by Means of a Marketing Decision Support System”, Management Science, 44 (5), 645–59.

Vorhies, Douglas W., Linda M. Orr, and Victoria D. Bush (2011), “Improving Customer-Focused Marketing Capabilities and Firm Financial Performance via Marketing Exploration and Exploitation”, Journal of the Academy of Marketing Science, 39 (5), 736–56.

Wedel, Michel and P.K. Kannan (2016), “Marketing Analytics for Data-Rich Environments”, Journal of Marketing, 80 (6), 97–121.

Wierenga, Berend and Gerrit H. van Bruggen (2000), Marketing Management Support Systems: Principles, Tools, and Implementation. Boston: Kluwer Academic Publishers.