This paper shows how business firms can restructure the resources in a firm by building new capabilities and eventually leverage these capabilities based on the resource orchestration theory.
Nirma Sadamali Jayawardena, Assistant Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Abhishek Behl, Management Development Institute, Gurgaon, India.
Achint Nigam, Birla Institute of Technology and Science, Pilani, India.
Vijay Pereira, NEOMA Business School, France.
Amit Shankar, Indian Institute of Management, Vishakhapatnam, India.
Charles Jebarajakirthy, Griffith University, Australia.
This paper aims to identify the revised international marketing strategies in communication during the COVID-19 pandemic by utilizing the firm’s resources and capabilities. We conducted in-depth interviews and a questionnaire survey with key stakeholders of retail organizations which changed their digital marketing strategies during COVID-19.
The data is collected from 587 respondents from different parts of the world through resource orchestration theory. The qualitative findings support a high degree of association among the firm’s resources and capabilities, leveraging processes based on the revised international marketing strategies during the COVID-19 pandemic.
We have developed a conceptual model based on these findings with six variables: leveraging process of the firm’s capabilities information technology-related resources; information technology-related capabilities, dynamic capabilities, environmental uncertainty, and leveraging process of the firm’s resources. However, environmental uncertainty and leveraging of the firm’s resources were not influential in forming digital marketing strategies during COVID-19.
This study proposes a new process for international marketing managers in business organizations to restructure the resources within their organizations by creating new capabilities and leveraging them.
Published in: Journal of Business Research
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