Censoring model for evaluating intellectual capital value drivers. From strategy to business models and onto tactics. Cheltenham: Edward Elgar.Ĭasadesus-Masanell, R., & Ricart, J. Hofer (Eds.), Measuring organizational performance. Psychological Bulletin, 56, 81–105.Ĭarton, R. Convergent and discriminant validation by the multitrait-multimethod matrix. Journal of Business Research, 55(9), 709–724.Ĭampbell, D. Corporate restructuring and performance: An agency perspective on the complete buyout cycle. Journal of Consumer Marketing, 23, 15–25.īruton, G. The effect of strategic and tactical cause-related marketing on consumers’ brand loyalty. D., Odekerken-Schröder, G., & Pauwels, P. Cost reduction analysis: Tools and strategies. Journal of the Academy of Marketing Science, 40(5), 659–672.īragg, S. Marketing control rights and their distribution within technology licensing agreements: A real options perspective. Disentangling pioneering cost advantages and disadvantages. Make, buy, or ally? Choice of and payoff from announcements of alternate strategies for innovations. The impact of brand quality on shareholder wealth. A resource-based perspective on information technology capability and firm. Academy of Management Journal, 42(5), 488–506.īharadwaj, A. Does stakeholder orientation matter? The relationship between stakeholder management models and firm financial performance. Contemporary Accounting Research, 30(2), 780–817.īerman, S. Business strategy, financial reporting irregularities, and audit effort. Journal of Interactive Marketing, 13(1), 66–86.īentley, K.

The financial rewards of new product introductions in the personal computer industry. Harrison (Eds.), Handbook of strategic management (pp. The resource-based view: Origins and implications. Journal of Management, 17, 99–120.īarney, J. Firm resources and sustained competitive advantage. Does a differentiation strategy lead to more sustainable financial performance than a cost leadership strategy? Management Decision, 52(5), 872–896.īarney, J. Journal of Business Research, 64, 187–193.īanker, R. The impact of firm strategy on performance measures used in executive compensation. Financial value of brands in mergers and acquisitions: Is value in the eye of the beholder? Journal of Marketing, 72(6), 49–64.īalsam, S., Fernando, G. Bagozzi (Ed.), Principles of marketing research (pp. Measurement in marketing research: Basic principles of questionnaire design. Working paper, London Business School, Centre of Marketing.īagozzi, R. Assessing market performance: The current state of metrics. Market power and performance: A cross-industry analysis of manufacturers and retailers.

Retrieved July 6, 2016, from Īilawadi, K.

Methodology for 200 leading national advertisers, 2016 ed. Retrieved August 18, 2016, from Īdvertising Age (2016b). American Marketing Association, 286–295.Īdvertising Age (2016a). In marketing channel theory and slotting allowances: An empirical analysis using quantile regression. Journal of the Academy of Marketing Science, 40(5), 673–694.Īchrol, R. Slotting allowances: A time series analysis of aggregate effects over three decades. This article provides guidelines for the proper conceptualization and operationalization of marketing constructs.Īchrol, R. Results show that, in general, SGA has been applied too liberally in marketing contexts SGA is an appropriate operationalization only for some constructs. To test the validity of SGA for multiple relevant marketing and sales constructs, this study gathers data on benchmark variables from alternative data sources and applies a multitrait-multimethod (MTMM) approach. But using SGA inappropriately can lead to biased estimates, questionable support for the hypotheses, and potentially misleading implications for research and practice. As a result, various metrics have been utilized to capture the same construct, and the same metric-such as selling, general, and administrative expenses (SGA)-has been applied to capture vastly different constructs. Justifications rest mainly on the ready availability of easy-to-use measures that seem related to a particular construct. Many studies use variables from the Compustat database to measure various marketing constructs, yet no clear guidelines detail which metrics correspond with which constructs.

Are account executives cogs or sga