Maximising performance gains from cooperative marketing: understanding the role of environmental contexts
Cooperative marketing strategies have the potential to make an enduring contribution to business performance and are among the strategic responses that a firm could consider when faced with environmental challenges. The focus of this study is to determine the effect of cooperative marketing strategi...
| Main Authors: | , |
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| Format: | Journal Article |
| Published: |
Westburn Publishers Ltd
2008
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| Online Access: | http://hdl.handle.net/20.500.11937/12073 |
| _version_ | 1848747976319565824 |
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| author | Dickinson, Sonia Ramaseshan, Balasubramanian |
| author_facet | Dickinson, Sonia Ramaseshan, Balasubramanian |
| author_sort | Dickinson, Sonia |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Cooperative marketing strategies have the potential to make an enduring contribution to business performance and are among the strategic responses that a firm could consider when faced with environmental challenges. The focus of this study is to determine the effect of cooperative marketing strategies on organisational performance. Such organisational performance is investigated as being contingent on the use of cooperative marketing under given internal and external environmental contexts. That is, this study focuses on the performance outcomes associated with cooperative marketing strategies and attempts to identify environmental contexts under which cooperative marketing strategies are best implemented. Based on empirical analysis, results indicate that the higher the incidence of cooperative marketing strategy implementation, the higher perceived alliance performance outcomes. The perceived alliance performance benefits however were increased in given environmental contexts. Performance was positive as a result of co-marketing where there were regional and industry factors at play. That is, performance outcomes resulted when there were higher levels of co-marketing and when there was good quality infrastructure and under industry conditions when there was high entry requirements, high competitive intensity and high levels of environmental capacity. Managerial implications and future directions for research are also provided in the paper. |
| first_indexed | 2025-11-14T06:57:42Z |
| format | Journal Article |
| id | curtin-20.500.11937-12073 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T06:57:42Z |
| publishDate | 2008 |
| publisher | Westburn Publishers Ltd |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-120732019-02-19T05:34:47Z Maximising performance gains from cooperative marketing: understanding the role of environmental contexts Dickinson, Sonia Ramaseshan, Balasubramanian Contingency theory Cooperative marketing Internal and external environments Performance Cooperative marketing strategies have the potential to make an enduring contribution to business performance and are among the strategic responses that a firm could consider when faced with environmental challenges. The focus of this study is to determine the effect of cooperative marketing strategies on organisational performance. Such organisational performance is investigated as being contingent on the use of cooperative marketing under given internal and external environmental contexts. That is, this study focuses on the performance outcomes associated with cooperative marketing strategies and attempts to identify environmental contexts under which cooperative marketing strategies are best implemented. Based on empirical analysis, results indicate that the higher the incidence of cooperative marketing strategy implementation, the higher perceived alliance performance outcomes. The perceived alliance performance benefits however were increased in given environmental contexts. Performance was positive as a result of co-marketing where there were regional and industry factors at play. That is, performance outcomes resulted when there were higher levels of co-marketing and when there was good quality infrastructure and under industry conditions when there was high entry requirements, high competitive intensity and high levels of environmental capacity. Managerial implications and future directions for research are also provided in the paper. 2008 Journal Article http://hdl.handle.net/20.500.11937/12073 10.1362/026725708X325986 Westburn Publishers Ltd fulltext |
| spellingShingle | Contingency theory Cooperative marketing Internal and external environments Performance Dickinson, Sonia Ramaseshan, Balasubramanian Maximising performance gains from cooperative marketing: understanding the role of environmental contexts |
| title | Maximising performance gains from cooperative marketing: understanding the role of environmental contexts |
| title_full | Maximising performance gains from cooperative marketing: understanding the role of environmental contexts |
| title_fullStr | Maximising performance gains from cooperative marketing: understanding the role of environmental contexts |
| title_full_unstemmed | Maximising performance gains from cooperative marketing: understanding the role of environmental contexts |
| title_short | Maximising performance gains from cooperative marketing: understanding the role of environmental contexts |
| title_sort | maximising performance gains from cooperative marketing: understanding the role of environmental contexts |
| topic | Contingency theory Cooperative marketing Internal and external environments Performance |
| url | http://hdl.handle.net/20.500.11937/12073 |