Market orientation in a multiple stakeholder orientation context: implications for marketing capabilities and assets

TL;DR: In this paper, the authors provide an alliance framework that helps to explicate the interactive relationships that occur in strategic marketing alliances and delineates the necessity for complementarity, compatibility, and combinative capacity in the context of assets, investments, and governance.

TL;DR: In this article, four archetypes of executive mental models are identified and characterised along two dimensions (inside-out or outside-in orientation and focus on rational or emotional aspects), and a tentative framework for practitioners to identify and deploy the potential of the mental models that guide executive decision-making.

TL;DR: The dynamic capabilities framework as mentioned in this paper analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change, and suggests that private wealth creation in regimes of rapid technology change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm.

TL;DR: The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive as mentioned in this paper.

TL;DR: In this paper, the authors identify six categories of self-reports and discuss such problems as common method variance, the consistency motif, and social desirability, as well as statistical and post hoc remedies and some procedural methods for dealing with artifactual bias.