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PurposeThis study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of this study is to increase the chances for more conceptual and terminological rigor in future research in this particular research area.Design/methodology/approachThis is a systematic literature review following the established review process of reviews in leading (international) marketing journals. A multilevel analytical approach was adopted, combining inductive coding with deductive coding and following the logic of antecedents-phenomena-consequences.FindingsSynthesis of 20 rigorously selected previous empirical studies on IMCs applying DCV reveals that academic interest in these capabilities is well justified and growing and there are some well researched antecedents to focal capabilities (e.g. inter-organizational capabilities, outside-in market orientation) as well as their prevalent consequences (e.g. export and innovation performance). There is little knowledge of moderators to these links, especially with regard to consequences. This review illustrates that the current research lacks consistency in how key constructs are defined and measured, provides the guide to future conceptualization and measurement of so-called International Dynamic Marketing Capabilities (IDMCs) and proposes some concrete research directions.Originality/valueThe authors extend prior research in the investigated topic by critically evaluating prior works, providing improved conceptualization of IDMCs as well as concrete research agenda for IDMCs structured along recommendations for Theory, Context and Methods (TCM framework).

Purpose The purpose of this paper is to develop and empirically test a new conceptualization of international marketing agility (IMA). Importantly, the empirical test includes agility’s drivers, outcomes and boundary conditions for its impact on international market performance. Design/methodology/approach The authors draw on the resource-based view and dynamic capabilities theories to develop a model and test it quantitatively via structural equation modeling with survey data from 195 Israeli exporters. In addition, the authors seek insights into the findings through post hoc in-depth interviews. Findings The results indicate that IMA enhances international market performance directly as well as indirectly through exporter’s new products advantage. Interestingly, while promotion adaptation strengthens the positive effect of IMA on new products advantage, product adaptation does not. Research limitations/implications Managers need to develop and improve marketing planning and flexibility maintenance capabilities. Furthermore, while maintaining an emphasis on marketing planning, they need to guard against inertia by embracing outside views, a wider range of solutions and a greater awareness of others’ decision-making styles to develop flexibility maintenance capability and achieve superior IMA. Originality/value A new conceptualization and operationalization of agility specific to an international marketing context is tested empirically. The complementary role of marketing planning capability and flexibility maintenance capability is demonstrated. Importantly, the vital role of new products advantage as a mediator between agility and performance is examined and the moderating role of international marketing strategy adaptation is investigated.

Purpose While globalization has made it easier to consume foreign products, consumption decisions are rarely straightforward. Both love and hate relationships between consumers and countries exist and can even coexist. This paper aims to gain a better understanding of how positive/negative and general/specific consumer attitudes impact foreign product judgment and ownership. An integrative model explores the predictive power of affinity, animosity, cosmopolitanism and ethnocentrism simultaneously. Specifically, the authors investigate a paradoxical “tug of war” which takes place inside consumer minds – the coexistence of affinity and animosity toward the same country. Design/methodology/approach Using a quantitative approach, the authors analyze data from 202 consumers and test it in intra-national and international contexts. Findings The results demonstrate the importance of an integrative model that takes into account opposing impacts on consumer behavior. Additionally, the data reveal that affinity and animosity are not bi-polar endpoints on a continuum. Finally, affinity outweighs animosity with respect to impacting product judgment and ownership. Research limitations/implications The study was conducted in Israel. Hence, replications in other multi-cultural countries are needed. Practical implications Marketers can use a segmentation matrix to target audiences based on the existing “attitudinal mix” in their focal markets. Marketers can use the affinity drivers identified here to overcome animosity. Originality/value The “tug of war” model advances the animosity model, as it implies that to use attitudinal data theoretically and practically, there is a need to account for a full spectrum of general and country-specific attitudes. Affinity was tested for the first time within national borders.

Purpose Drawing on the resource-based view, dynamic capabilities and exploration literatures, the purpose of this paper is to simultaneously investigate the impact of outside-in (OI) and inside-out (IO) strategic approaches on international strategic performance. Design/methodology/approach A survey-based quantitative study was used. The final sample consisted of 202 internationally active SBUs of Israeli firms. Data were analyzed using structural equation modelling. Findings OI approach to strategy enhances international performance more than IO does. OI is antecedent of exploratory marketing capabilities (MCs), while IO is antecedent of exploratory technological capabilities (TCs). The direct positive effect of exploratory MCs on performance is twice as strong as exploratory TCs are. Additionally, exploratory MCs positively impact performance through product adaptation. Practical implications To enhance international performance, managers should devote attention to an OI approach by incorporating a market orientation with responsive flexibility. Managers should be aware that exploratory MCs are more important in an international context than exploratory TCs are. Stakeholders such as venture capitalists can use the OI–IO model to predict which international venture is more promising. Originality/value This paper contributes to the international marketing field by shedding light on the OI–IO debate, its transformation into exploratory capabilities and how it relates to the standardization–adaptation debate. New and broad OI–IO’s conceptualizations are developed and new viewpoints for understanding how international marketing should work and what motivates firms to adapt are offered. Overall, an OI–IO typology helps to bring order to an otherwise confusing conceptual landscape.

International animosity significantly affects the purchase of foreign products. However, domestic conflicts are also rampant in many countries, giving rise to similar issues. October 2000 marked the beginning of the second Arab Intifada (uprising) in Israel. In contrast to the first Intifada of the late 1980s and early 1990s, this time, Israeli Arabs joined the Palestinians in violent demonstrations in Israeli locations with large Arab concentrations. This research studies Jewish Israelis' reactions to Arab Israelis in the context of purchases and consumption of products and services produced or marketed by Arab Israelis. It examines animosity, its antecedents, and its consumption consequences within the large Jewish majority of the population in Israel. The authors find that dogmatism, nationalism, and internationalism affect animosity, which in turn predicts willingness to buy and actual changes in purchase behavior for goods and services produced or marketed by Israeli Arabs. In contrast to previous research, animosity also predicts product judgments.

This article examines a comprehensive list of environmental conditions that affect the decision to standardize, as well as the relationship of strategy standardization and planning with static (present year) and change over time (five years) export performance. Determinants of standardization include country image, competitors' similarity, competitive position similarity, physical market environment, legal environment, governmental influences, and media similarity, and standardization of strategy determines export performance. Research hypotheses are tested by data generated from a mail survey in Israel, and the findings are used to generate research and managerial implications.

PurposeIn this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.Design/methodology/approachThis is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.FindingsExisting typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.Originality/valueThis paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.

PurposeThe aim of this study is to examine the effect of strategic orientations on firm performance moreover, to assess the role of environmental munificence as a moderator for the link between strategic orientations and firm performance.Design/methodology/approachThis study designed as quantitative research method. Data were collected by structured questionnaire and included 185 managers from various industries in Israel. The analysis of this study was done by Smart PLS-SEM 3 software. Based on the resource-based view (RBV) of the firm, the authors view departmental characteristics (conflicts and connectedness) as antecedents of strategic orientations (customer and competitor). These, in turn, affect firm performance, defined here with two facets: behavioral (team spirit and commitment) and bottom-line performance.FindingsThe analysis results show that customer and competitor orientations affect bottom-line performance. However, only customer orientation affected team spirit and employee commitment. Finally, environmental munificence had a limited moderation role, affecting the relationship between competitor orientation and between behavioral outcomes (team spirit and commitment).Originality/valueThis study defining the importance of firm's strategic orientations as key capabilities for achieving competitive advantage.

Purpose – This study aims to unbundle the materialism construct into its three facets – centrality, success and happiness – to provide a fine-grained model that delineates the relationship between some of its antecedents (i.e. depression, anxiety, self esteem and affect) and consequences (life satisfaction, innovativeness, time spent shopping and environmentalism). Design/methodology/approach – Using a convenience sample of 568 adult consumers, this study tests a model in which a set of psychological variables serve as antecedents of materialism and its three facets, which in turn affect a set of cognitive, psychological and behavioral consequences. Findings – Results indicate that specific facets have more weight than others, depending on the nature of the needs individuals seek to fulfill through possessions, or their resulting behaviors and cognitions. Results validate the view of materialism as a coping mechanism, but also show that the consequences of materialism can be both positive and negative depending on their underlying facet. Research limitations/implications – This study used a convenience sample, which might affect the generalizability of its findings. The materialism centrality subscale showed a lower than desirable level of reliability. Future research might consider using the longer, 6-item version of this sub-scale. Practical implications – This study helps marketers identify the circumstances under which materialism can lead to negative or positive consequences. Marketers should be careful when designing messages that make unrealistically strong associations between consumption and happiness, positive emotions, self-worth and satisfaction with life. Social implications – The negative social and personal consequences of materialism call for the formulation of policies designed to reduce them, and marketers’ responsibility to consumers’ well-being, especially among potentially vulnerable segments of the population. Originality/value – This study provides an in-depth analysis of the materialism construct, its antecedents and outcomes. It advances our understanding of how materialism works by examining each facet separately and how it is related to the various psychological antecedents and consumer behavior outcomes.

PurposeMarketing doctrine (MD) refers to a “firm's unique principles, distilled from its experiences, which provide firm-wide guidance on market-facing choices” (Challagalla et al., 2014, p. 4). Drawing on the knowledge-based view, the purpose of this paper is to develop a model of how MD is used and provide the first quantitative test of its relationship with business success.Design/methodology/approachThe authors advance the understanding of MD by providing a mixed-methods paper. In Study 1, a survey-based quantitative study was used. The final sample comprised 349 internationally active strategic business units (SBUs) of Israeli firms. Data were analysed using structural equation modelling. Study 2 provides insights into the use of MD based on 20 in-depth interviews.FindingsThe cross-sectional evidence shows that there tends to be more MD Use in higher-performing firms. The important roles of MD Clarity and MD Knowledgeability as mobilising processes of MD Use are demonstrated. Learning by doing impacts MD Use only through MD Clarity and MD Knowledgeability.Practical implicationsMD is a new strategic tool that can be applied practically. MD may provide a straightforward way of communication between international ventures. MD Use may allow global consistency and flexibility within local markets, simultaneously. Therefore, marketing managers are advised to supplement MD to their portfolio of management tools.Originality/valueThis paper is the first to investigate empirically, through newly developed scales, whether and how MD's core processes (learning by doing, MD Clarity, MD Knowledgeability and MD Use) are related to the success of international ventures.