Marketing Activities, Strategic Competition, and Firm Value
- Authors
- Ryoo, J[Ryoo, Juyoun]; Lee, C[Lee, Cheolwoo]; Jeon, JQ[Jeon, Jin Q.]; Choi, HW[Choi, Hwanseok Winston]
- Issue Date
- Dec-2018
- Publisher
- WILEY
- Keywords
- marketing; strategic competition; strategic complement; strategic substitute; Tobin' s q
- Citation
- CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES-REVUE CANADIENNE DES SCIENCES DE L ADMINISTRATION, v.35, no.4, pp.577 - 591
- Indexed
- SSCI
SCOPUS
- Journal Title
- CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES-REVUE CANADIENNE DES SCIENCES DE L ADMINISTRATION
- Volume
- 35
- Number
- 4
- Start Page
- 577
- End Page
- 591
- URI
- https://scholarworks.bwise.kr/skku/handle/2021.sw.skku/16549
- DOI
- 10.1002/CJAS.1471
- ISSN
- 0825-0383
- Abstract
- This study extends the prior literature on the effect of marketing activities on firm value by investigating whether the nature of strategic competition affects financial outcomes differentially. Using the competitive strategy measure (CSM), we show that marketing spending is beneficial (detrimental) to firm value when the firm is in strategic substitutes (complements) and the efficacy is a decreasing function of the degree of industry competition. The relative competitive position of a firm in the industry-whether it is a leader or a follower-matters in the quality and size of the effect of marketing spending. By bifurcating the nature of strategic competition into strategic substitutes and complements, we disentangle the dichotomous effects of marketing activities on firm value. Copyright (c) 2018 ASAC. Published by John Wiley & Sons, Ltd.
- Files in This Item
- There are no files associated with this item.
- Appears in
Collections - Business > Department of Business Administration > 1. Journal Articles
Items in ScholarWorks are protected by copyright, with all rights reserved, unless otherwise indicated.