Accordingly, our paper highlights that both absorptive capacity and marketing-supply chain management alignment are necessary to realize the actual value of social capital for supply chain resilience and ensuing performance. We also find that supply chain resilience is positively associated with organizational performance, empirically supporting the proposed value of supply chain resilience for firm strategy. Our findings indicate absorptive capacity mediates the relationship between social capital and supply chain resilience, and the links between social capital and absorptive capacity and social capital and supply chain resilience are stronger when marketing-supply chain management alignment is high. Using data obtained from dual respondents from 265 Turkish firms, we test the mediating role of absorptive capacity and the moderating role of marketing-supply chain management alignment. Therefore, we investigate the role of absorptive capacity and marketing-supply chain management alignment in realizing the potential impact of social capital on supply chain resilience. Although external resources are arguably essential to achieve resilience, little is known how and when firms' social capital derived from interorganizational relationships can lead to supply chain resilience. Marketing in an increasingly tumultuous marketplace requires resilience-the ability to withstand, adapt, and flourish despite turmoil and adverse change-that extends beyond firm boundaries. Managerial implications regarding communicating the value of absorptive capacity, disclosure of marketing related information, and the importance of marketing for young technology firms are also provided. As one of the first studies in marketing-finance interface to focus on young firms, the findings provide novel insights such as the deleterious financial consequence of having marketing and R&D B2B relationships without the relevant absorptive capacity. The hypotheses are tested on a sample of 177 IPOs and the results are robust to endogeneity concerns and alternative measures. For the transformation to occur, the authors find that young firms need not only the opportunity to access the resources provided by B2B relationships, but also the ability to leverage them through the complementary capability, namely, absorptive capacity. The authors identify three relevant types of absorptive capacity that facilitate the transformation of B2B social capital into IPO value. This study links social capital from three types of B2B networks of young technology firms with their Initial Public Offering (IPO) value. The strategic importance of Business-to-Business (B2B) relationships is well recognized, but their financial impact remains equivocal.
0 Comments
Leave a Reply. |