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1、IndustrialMarketingManagement39(2010)1300–1310ContentslistsavailableatScienceDirectIndustrialMarketingManagementStrategicmarketingandbusinessperformance:AstudyinthreeEuropean‘engineeringcountries’a,⁎,KristianMöllera,1a,2b,3c,4MattiJaakkola,PetriParvinen,HeinerEvanschitzky,HansMühlbacheraAalto
2、UniversitySchoolofEconomics,DepartmentofMarketingandManagement,P.O.Box21230,FI-00076Aalto,Helsinki,FinlandbUniversityofStrathclyde,DepartmentofMarketing,StenhouseBuilding,173CathedralStreet,GlasgowG40RQ,UKcUniversityofInnsbruckSchoolofManagement,DepartmentofStrategicManagement,MarketingandTou
3、rism,Universitaetsstr.15,6020Innsbruck,AustriaarticleinfoabstractArticlehistory:Inspiteofitsrelevance,theeffectsofstrategicmarketingonbusinessperformancearesparinglystudied,Received6January2008especiallyinparticularbusinesscontexts.Weaddressthisgapintwoways.First,weexaminetheinfluenceReceivedi
4、nrevisedform21July2009offourkeystrategicmarketingconcepts—marketorientation,innovationorientation,andtwomarketingAccepted10March2010capabilitycategories(outside-inandinside-outcapabilities)—oncompanyperformance.Second,theseAvailableonline12August2010relationshipsarestudiedinthreeEuropean“engi
5、neeringcountries:”Austria,FinlandandGermany.Theirrelativehomogeneityenablestestingthegeneralityversuscontext-specificityofstrategicmarketing'sKeywords:Strategicmarketingperformanceimpact.UsingSEManalysis,surprisinglyweakrelationshipsbetweenmarketorientationandBusinessperformanceoutside-incapab
6、ilities,andbusinessperformanceareidentified,asopposedtothestrongroleofinside-outResource-basedviewcapabilitiesandinnovationorientation.Theseresultscanbeunderstoodthroughthe“engineeringcountry”Businessorientationscharacteristics.Moreover,cleardifferencesinresultsareidentifiedamongtheserelatively
7、homogenousStructuralequationmodelingcountries.Thisisamajorfindingasitchallengesthewidelyassumedgeneralityofthestrategicmarketing–performancerelationship.Country-specificresultshavealsoconsiderablemanagerialrelevance.©2010ElsevierInc.Allrightsre
