Market‐Driving Capability: An Empirical Study on Antecedents and Consequences

This article analyzes the impact of integration, mergers, and conglomeration on competition risk and economic stability using a literature review approach. The background of this research highlights the increasing prevalence of corporate mergers that may lead to unhealthy competition risks and economic instability. The study aims to identify the characteristics, impacts, and implications of integration, mergers, and conglomeration strategies within the context of market structure, corporate behavior, and performance. The research method employs a qualitative approach by collecting secondary data from journals, e-books, and relevant documents. Data analysis is conducted descriptively-qualitatively by examining the relationship between market structure, corporate behavior, and economic performance through the Structure-Conduct-Performance (SCP) analytical framework. Findings indicate that integration, mergers, and conglomeration have complex effects on business competition. The merging process can reduce the number of competitors, increase the dominance of large firms, and potentially create monopolistic practices. The SCP analysis reveals that changes in market structure through corporate consolidation significantly affect economic behavior and performance. The article emphasizes the need for effective regulation and oversight to minimize negative impacts, protect healthy competition, and maintain economic stability. The conclusion offers deep insights into the dynamics of business integration and its implications for market structure, behavior, and performance.

The effect of Entrepreneurial Orientation Market Orientation, Marketing Capabilities on Firm Performance of entrepreneurs in the Northeastern region of Thailand

<p><b>Why some firms perform better than others is a central question in business research. Since the mid 1980s, the dominant paradigm relating to this issue is the resource-based view of the firm (RBV). The RBV is based on the premise that firms are bundles of heterogeneous, imperfectly mobile resources, and that advantage-generating resources, rather than market and industry structures, are the most critical determinants of firm success. Originating in the field of strategic management, the RBV has become a major focus of marketing scholars, and a new direction of marketing literature has recently emerged, drawing on marketing resources.</b></p> <p>Although the RBV has received considerable attention in the marketing literature, the growing theoretical and conceptual works on marketing resources are not mirrored in empirical investigation. More specifically, while significant contributions, such as those from Srivastava et al.'s (2001) relational and intellectual market-based assets framework, have been made to the theoretical side of the RBV and marketing, little has been done, so far, with respect to its empirical side. Moreover, the majority of the theoretical and empirical insights on the antecedents of export performance are based on the structure-conduct-performance (SCP) paradigm or atheoretical models. Little attention has been given to the process of building competitive advantage and the meaningful idiosyncratic combinations of export market resources that can be used efficiently and effectively by firms competing in export markets.</p> <p>To fill these voids in the literature, this study aims to investigate the sources of competitive advantage and superior export performance by focusing on export market-based assets and capabilities. An integrated framework of export marketing resources and their performance implications is empirically tested with data collected from 320 manufacturing export firms in Thailand. Structural equation modeling (SEM) is used to examine the interrelationships among the theoretical constructs.</p> <p>The findings of the study provide groundwork for the understanding of the resource building blocks in the export firms and the internal process through which export marketing resources influence firm performance in the export markets. Tangible export market-based assets indirectly contribute to export performance through export market-based capabilities and export competitive advantage. The effects of relational and intellectual export market-based assets on export performance are mediated by export market-based capabilities and export competitive advantage, whereas the effects of export market-based capabilities on export performance are mediated by export competitive advantage.</p> <p>This study demonstrates and explains the richness of the RBV as the basis for assessing the ability of the firms to exploit export marketing resources as a means to enhance their performance. Hence, the study expands the growing body of literature on export marketing and export performance research by adopting a fresh theoretical perspective of the resource-based strategy. The theoretical framework and its empirical validation underpinning the study could provide a new explanation as to why some export firms are more successful than others.</p>

<p><b>Why some firms perform better than others is a central question in business research. Since the mid 1980s, the dominant paradigm relating to this issue is the resource-based view of the firm (RBV). The RBV is based on the premise that firms are bundles of heterogeneous, imperfectly mobile resources, and that advantage-generating resources, rather than market and industry structures, are the most critical determinants of firm success. Originating in the field of strategic management, the RBV has become a major focus of marketing scholars, and a new direction of marketing literature has recently emerged, drawing on marketing resources.</b></p> <p>Although the RBV has received considerable attention in the marketing literature, the growing theoretical and conceptual works on marketing resources are not mirrored in empirical investigation. More specifically, while significant contributions, such as those from Srivastava et al.'s (2001) relational and intellectual market-based assets framework, have been made to the theoretical side of the RBV and marketing, little has been done, so far, with respect to its empirical side. Moreover, the majority of the theoretical and empirical insights on the antecedents of export performance are based on the structure-conduct-performance (SCP) paradigm or atheoretical models. Little attention has been given to the process of building competitive advantage and the meaningful idiosyncratic combinations of export market resources that can be used efficiently and effectively by firms competing in export markets.</p> <p>To fill these voids in the literature, this study aims to investigate the sources of competitive advantage and superior export performance by focusing on export market-based assets and capabilities. An integrated framework of export marketing resources and their performance implications is empirically tested with data collected from 320 manufacturing export firms in Thailand. Structural equation modeling (SEM) is used to examine the interrelationships among the theoretical constructs.</p> <p>The findings of the study provide groundwork for the understanding of the resource building blocks in the export firms and the internal process through which export marketing resources influence firm performance in the export markets. Tangible export market-based assets indirectly contribute to export performance through export market-based capabilities and export competitive advantage. The effects of relational and intellectual export market-based assets on export performance are mediated by export market-based capabilities and export competitive advantage, whereas the effects of export market-based capabilities on export performance are mediated by export competitive advantage.</p> <p>This study demonstrates and explains the richness of the RBV as the basis for assessing the ability of the firms to exploit export marketing resources as a means to enhance their performance. Hence, the study expands the growing body of literature on export marketing and export performance research by adopting a fresh theoretical perspective of the resource-based strategy. The theoretical framework and its empirical validation underpinning the study could provide a new explanation as to why some export firms are more successful than others.</p>

This research aims to thoroughly investigate the impact of competitive advantage on the marketing performance of businesses. Companies possessing a competitive advantage consistently demonstrate an understanding of changes in market structure and the ability to choose effective marketing strategies. Competitive advantage can be achieved through various means, such as offering high-quality products or services, establishing uniqueness compared to competitors, or targeting specific market segments. Recognizing how to sustain a competitive advantage is a key factor in a company's success in a competitive environment. In summary, the roles of competitive advantage in the marketing performance of business actors include its impact on company performance, increasing business profits, influencing financial performance, affecting work performance, and shaping buyer decisions

After joining the WTO in 2002, Taiwan allowed rice imports for the first time by implementing an import quota subject to a special safeguard tariff. In 2003, the import quota was expanded to a two-tier tariff rate import quota system. Although Taiwan maintained land set-asides and domestic support prices for producer sales to the State Trading Enterprise, the latter was limited to importing only 65 percent of the import quota with the rest sold to private traders. This sudden transformation of the Taiwanese import regime and rice market along with the government proposal for a strategic alliance amongst traders highlights the importance of studying the effects of policy reforms in the framework of imperfect domestic market structure. The purpose of this paper is to analyze Taiwanese rice policy reforms using a computational partial equilibrium model. The impact of import controls, price supports, land set-aside and alternative market structures are assessed, including the potential change in regimes within the tariff quota system. Our results show that the strategic alliance proposed by the agricultural authority will further distort the domestic market. Elimination of the domestic support price and land set-aside improves social welfare independent of the market structure while a change in the market structure towards competition is always social welfare improving regardless of domestic policy instruments. But the policy regime of the tariff quota (the in-quota tariff versus the out-of-quota tariff versus the quota) and hence social welfare is sensitive to changes in both domestic policy instruments and market structure.

Ceramics of Malang are expected to have competitive advantage in both domestic and international market since its has uniqueness, however free trade through ASEAN-China Free Trade Agreement (ACFTA) can change market structure that affect competitiveness and performance of micro, small, and medium-sized enteprises (MSMEs) of ceramics. The purpose of this research was to analyze the role of market structure and competitive- ness in increasing performance of MSMEs of ceramics in Malang. Data were collected from 30 artisans at Dinoyo as the ceramic production center in Malang then analyzed using Generalized Structured Component Analysis (GSCA) software with market structure as the exogenuos variable, competitiveness as the intervening variables, and performance of MSMEs of ceramic as the endogenuos variable. The result of the study showed that market structure has insignificant impact on competitiveness and performance of MSMEs of ceramic in Malang. Competitiveness have not enough evidence as intervening variables between market structure and performance of ceramic enteprises, meanwhile it has significant direct effet on performance of MSMEs ceramic in Malang. This finding indicate that costs of production, quality products, and production technology are the competitive- ness variables that play important role in increasing performance of MSMEs ceramic in Malang.

This study aims to understand the extent to which market orientation, learning orientation, and entrepreneurial orientation contribute to the marketing performance of micro, small, and medium enterprises (MSMEs) in Indonesia, Australia (Perth and Canberra), Egypt, and Saudi Arabia, and how competitive advantage mediates the relationships. This quantitative study examined a total of 450 Hands-on Business Community (HBC) members through a stratified random sampling method. The data was analyzed using structural equation modeling – partial least square (SEM-PLS). The results show that all market orientation, learning orientation, entrepreneurial orientation, and competitive advantage have a positive and significant impact on the marketing performance. In addition, the competitive advantage also significantly mediates the impact of these three orientations on the marketing performance. These findings suggest that the MSMEs in Indonesia, Australia (Perth and Canberra), Egypt and Saudi Arabia to invest in market research and employee development, as well as to foster an entrepreneurial mindset, in order to success in dynamic markets. Further, there should be policy measures to support these orientations.JEL: M12, M31, M54.Keywords: market orientation, learning orientation, entrepreneurial orientation, competitive advantage, marketing performance.

Aims: The aim of this study is to investigate the impact of sensing capability, learning capability, and coordinating capability on the market performance of Small and Medium Enterprises (SMEs). By examining these three critical capabilities, this research seeks to provide a comprehensive understanding of how SMEs can leverage their internal resources and competencies to achieve superior market outcomes as a market performance in today's dynamic and competitive business environment. Study Design: This study employs a quantitative research approach using a cross-sectional survey design to gather data on SMEs' sensing, learning, and coordinating capabilities, as well as their market performance. Place and Duration of Study: The study was conducted in Pontianak, West Kalimantan, Indonesia. Data were collected from 97 SME owners or managers who were selected based on the criteria of having been established for at least 3 years. Methodology: Data collection was done using a structured questionnaire administered through an online survey platform. The collected data were analyzed using Structural Equation Modeling (SEM) with the Partial Least Squares (PLS) approach. The analysis was conducted using SmartPLS 4.0 software and involved two stages: (1) measurement model assessment and (2) structural model assessment. Results: The analysis results confirm the convergent validity, internal consistency, composite reliability, and discriminant validity of the constructs: Sensing Capability (SC), Learning Capability (LC), Coordinating Capability (CC), and Market Performance (MP). Using SEM with SmartPLS V.4, the study found that sensing capability (β = 0.383, p < 0.05) and learning capability (β = 0.430, p < 0.05) significantly impact market performance, supporting hypotheses H1 and H2. However, H3 was not supported, as coordinating capability (β = 0.088, p > 0.05) did not show a significant relationship with market performance. Conclusion: This study emphasizes the importance of sensing and learning capabilities for SMEs in Pontianak to enhance market performance. Coordinating capability may have an indirect effect. SME owners and managers should invest in these capabilities to adapt to market changes and maintain a competitive advantage. The findings contribute to the understanding of dynamic capabilities and provide practical insights for SMEs in West Kalimantan, Indonesia.

Business competition in the current era of globalization requires companies to have a strategy to win the market. Strategic management has an important role for the survival of the company. The existence of such competition is also felt by small businesses such as Small and Medium Enterprises (SMEs). The increase in the number of SME units in Central Java was not followed by an increase in average sales of SMEs. This study aims to analyze the effect of distribution channel, ERP implementation and entrepreneurial orientation on marketing performance with competitive advantage as an intervening variable. The population in this study were small and medium enterprises owners in Central Java. Six hypothesis were formulated for this study. To test those hypothesis, this study used 104 respondent. Structural Equation Model (SEM) was applied to this study using AMOS 24 as a tool. The results of this study shows that competitive advantage is the most variable in influencing the marketing performance, while this competititve advantage has entrepreneurial orientation as highest variable in influencing it. This study suggests that if SMEs want to increase their marketing performance, they must increase their competitive advantage. This competitive advantage can be increase by increasing the entrepreneurial orientation.

Purpose: To what extent does competitive advantage mediate the relationship between interactive marketing practices and market performance? In attempt to respond to this question, this study was conducted with the aim of examining the mediating role of competitive advantage on the interactive marketing practices market performance relationship in the soft drink industry context.
 Methodology: A cross-sectional research design was taken on a sample of 322 soft drink manufacturing enterprises in the city of Kigali. The unit of inquiry for the quantitative study were the sales, accounting, finance, marketing and communication managers whereas chief executive officers were the unit of inquiry for the qualitative study. The study used both questionnaire and interview guide to collect data. Path analysis, MedGraph v3.xlsm and Hierarchical regression were used to test the model.
 Findings: Study findings show that performance of soft drink enterprises is positively associated with interactive marketing practices. It was observed in this study also that competitive advantage partially mediates this relationship. Practically the four conditions for mediation were met as suggested by Baron and Kenny, (1986). Firstly, we observe that there was a significant direct effect of Interactive marketing practices on market performance (=.270; p<.05). Secondly, Interactive marketing practices and competitive advantage have a significant relationship (=.400; p<.05), and thirdly, the observed coefficient of the mediator (competitive advantage) is significant as seen in the regression model 3 (=.396; p<.05). It is observed, finally, that the absolute effect of Interactive marketing practices on market performance is smaller in regression model 3 (=.157; p<.05) than in regression model 2 (=.270; p<.05).This confirm the mediation effects of competitive advantage. Further still a ratio index of 41.9% was observed an indication that competitive advantage reduces the relationship between interactive marketing practices and performance by 41.9% in Kigali city soft drink enterprises. 
 Recommendations: In line with this confirmed mediation effects, managers are reminded to allocate sufficient resources to customer intimacy, product leadership and operational excellence as specific competitive priorities if they are to attain better market performance results. The study is of a theoretical importance as it empirically confirm the mediating role of competitive advantage in the interactive marketing practices-market performance relationship in a soft drink industry context. The imperative for practitioners to sufficiently attend to operational efficiency, customer intimacy and product leadership is reiterated on in this study.

We investigate how the effects of market structure changes and mergers in restructured electricity markets depend on the level of forward contracting. We develop a Cournot model of Alberta’s wholesale electricity market that incorporates firms’ forward positions. Using data from 2013 to 2014, we calibrate the forward positions of the five largest firms and simulate the effects of different market structure changes, including a hypothetical merger with asset divestitures. We examine the sensitivity of the simulated effects to assumptions with regard to the firms’ forward commitments. The wholesale market effects of these transactions depend critically on firms’ forward commitments. These results demonstrate the importance of establishing a clear understanding of the size and nature of forward commitments in forecasting the effects of mergers and other market structure changes in wholesale electricity markets.

This research is an empirical study on Batik SMEs (Small Medium Enterprises) in Cirebon District, West Java. This study analyzes the effect of proactivity power business, market orientation, and competitive advantage towards marketing performance. The subjects of this research were 215 Batik SMEs in Cirebon District West Java. The analysis was done using Structural Equation Modeling (SEM), AMOS ver. 18. The result shows that proactivity power business, market orientation, and competitive advantage give positive influence on marketing performance of Batik SMEs. The research implication is when SME businesses focus on the effort in improving their proactivity power business and competitive advantage, it will give positive impact on marketing performance. Other research finding reveals that the orientation of customer and orientation of competitor have some effects on marketing performance. In addition, SME businesses should know what customers want and they should be able to identify their competitors in order to improve their marketing performance.

This cross-sectional study investigates relationships between organizational learning, competitive advantage, and marketing performance among 253 logistics companies in Indonesia. Using structural equation modeling, we find that organizational learning significantly predicts competitive advantage (β = 0.600), while competitive intensity moderates the competitive advantage-performance relationship (β = 0.067, p < 0.001). Organizational learning shows full mediation in predicting marketing performance, suggesting that learning capabilities require transformation into competitive advantages before affecting performance outcomes. The competitive advantage-performance relationship is stronger in high versus low competitive intensity contexts, supporting contingency theory predictions. These findings contribute to understanding how learning capabilities function in emerging market contexts and suggest that environmental conditions influence when competitive advantages translate into superior performance. Limitations include cross-sectional design restricting causal inference and single-industry focus limiting generalizability. Future research should examine these relationships longitudinally across multiple industries and emerging market contexts.

Large Firms and the Effect of Trends in Market Structure on Long-run Technology Growth