REDESIGNING MARKETING RESOURCES FOR PRODUCT INNOVATIONS -– THE EVIDENCE FROM POLISH COMPANIES

Maciej Mitrega 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

Marketing literature have widely discussed the interplay between marketing capabilities (i.e. company resources and competences in marketing-mix area), market orientation, company innovativeness and company performance (e.g. Knight & Cavusgil, 2004; Luca & Atuahene-Gima, 2007; Moorman & Slotegraaf, 1999; Morgan, Vorhies, & Mason, 2009). However, these studies presented static view of marketing capabilities and resources which becomes less and less relevant in today uncertain market environments (Day, 2011). In this study we follow dynamic capability view (DCV) in management research (Eisenhardt & Martin, 2000; Teece, Pisano, & Shuen, 1997) and we distinguish dynamic marketing capabilities (DMC) from other dynamic capabilities, company resources and competencies (Barrales - Molina, Mart?nez - L?pez, & G?zquez - Abad, 2014; Morgan, 2012). Specifically, we conceptualize Dynamic Marketing Reconfiguration (DMR) as a DMC grounded explicitly in dynamic capability view and we provide empirical test for a research model, where DMR is hypothesized as factor complementing Market Orientation and influencing on company product innovation success. Corresponding with contingency theory (Donaldson, 2001; Drazin & Van de Ven, 1985), in this study we hypothesize and test the idea that DMR is a company capability that is in a good “fit” with certain organizational and environmental factors. Morgan (2012) and Barrales - Molina, et al. (2014) have proposed dynamic marketing capabilities (DMC) aligned with concepts of “market knowledge” and “marketing resources” and they distinguish DMC from other company capabilities (e.g. manufacturing capabilities, SCM capabilities). Recent marketing literature illustrated empirically that there are actually various DMCs that the focal company may utilize to achieve competitive advantage. For example, Narver, Slater & MacLachlan (2004) focus on Proactive Market Orientation that enable dynamic sensing and satisfying unconscious consumer needs through new product development. Weerawardena, et al. (2015) tested the impact of global dynamic marketing capability and market focused learning on innovation performance and company early internationalization. In this study we focus on specific dynamic marketing capability that complements prior works in this area, namely Dynamic Marketing Reconfiguration (DMR). In line with DCV we conceptualize DMR as company routines oriented at transforming market knowledge into modified and new configurations of marketing resources that are better aligned with market changes. Corresponding with prior studies on static marketing resources and capabilities (Knight & Cavusgil, 2004; Moorman & Slotegraaf, 1999; Morgan, Vorhies, & Mason, 2009), we argue that DMR utilizes such static resources dynamically by systematic enriching and combining them, and,as the consequence, the company equipped with advanced DMR can improve their alignment with the market environment. We do not assume that DMR equals strategy orientating company only at new marketing resources (e.g. utilizing new market knowledge, implementing new advertising instruments, brand repositioning, entering new market segments), but rather at improved configurations of marketing resources (e.g. combing existing resources and marketing experience with new marketing tools in effective way). Our conceptualization of DMR mirrors some real marketing practices that are observable in case of companies operating successfully in regional markets and companies operating on global scale today. The spectacular illustration of DMR is Disney corporation strategy with regard to their new product “Star Wars: the Force Awakens” that was released in December 2015. Disney have implemented very dynamic, innovative and massive approach to promotion of their new product, complementing their traditional advertising tools (e.g. TV advertisement, toys) by modern instruments, such as fan events, new computer games, cartoons and PR in social media (Bart, 2015; Schwartz, 2015). The positive influence of Market Orientation (MO) on company product innovations and company performance was widely discussed in prior studies (Atuahene-Gima, 1996; Han, Kim, & Srivastava, 1998; Hurley & Hult, 1998; Kumar, Jones, Venkatesan, & Leone, 2011). Following Narver, et al. (2004), in this study we treat MO as business’s attempt to understand and to satisfy customers’ needs. Such understanding is useful at every stage of new product development. Additionally, MO does not help the company only through positive impact on product innovativeness, but also through leveraging effectiveness of all marketing resources and instruments, because they are aligned with knowledge about customer needs. Thus, we hypothesize: H1.1: The higher Market Orientation of the company, the stronger success of its product innovations. H1.2: The higher Market Orientation of the company, the better company performance. Dynamic Marketing Reconfiguration (DMR) complements company MO in attempts to improve product innovation success, because understanding and satisfying customer needs present rather static approach to marketing-market alignment. MO is not enough in today volatile markets, when company needs to constantly reconfigure marketing resources to develop and, especially commercialize, new products (Day, 2011; Barrales - Molina, et al. 2014). DMR does not only influence positively on product innovations, but it also directly influences on company performance. Systematically adjusting marketing resources to changes in market environment leverages sales of all company products, not only newly introduced ones. Therefore, we hypothesize: H2.1: The higher Dynamic Marketing Reconfiguration in the company, the stronger success of its product innovations. H2.2: The higher Dynamic Marketing Reconfiguration in the company, the better company performance. This research is focused on product (offering) innovations as the key innovation outcome of a firm’s marketing routines. Product innovation has been established in the management and strategy literature as an important driver of firm performance (e.g. Han et al., 1998). Thus, our hypothesis is:H3: The stronger Product Innovation Success, the better company performance. Companies do not operate in a vacuum, so this study follows contingency theory that postulates finding the “fit” between environmental contingencies and internal configurations within the company (Donaldson, 2001; Van de Ven & Drazin, 1984). So far, only a few studies applying dynamic capabilities perspective have discussed the role of contingencies which creates a research gap for our understanding of DCV (Barreto, 2010). Such research gap is even more visible with regard to our knowledge of dynamic marketing capabilities (DMC), because prior empirical studies in this area have largely ignored contingencies, except environmental uncertainty and firm age (Flatten, et al., 2015). Consequently, in this study we analyse the role of two contingency factors, namely: company size (internal configuration) and industry norms related to product customization (external configuration). Prior studies have presented blurred picture of the role of company size, because dynamic capabilities were also found effective in case of small enterprises (Døving & Gooderham, 2008; Salvato, 2003). Nevertheless, in this study we incorporate original DCV reasoning, because intuitively, in SMEs company routines may be replaced by other factors that are typical advantages of small scale enterprise. On the extreme point, in micro firms (e.g. below 10 employees), there is no need to standardize certain behaviours among employees at all, because all marketing actions, including planning, execution and control are performed usually by one person. Therefore, we hypothesize: H4.1: The Dynamic Marketing Reconfiguration has stronger influence on Product Innovation Success in big and medium companies in comparison to small companies. Contingency theory suggests controlling for the effects from not only organizational features, but also environmental factors (Donaldson, 2001; Van de Ven & Drazin, 1984). We follow Lampel & Mintzberg (1996) suggestion that “…some industries favour customization and some foster standardization…” (p. 21) and we assume that all industries may be distinguished into two main categories: High customization industry vs. Low customization industry. Such distinction is based on perceived dominance of customization vs. standardization practices among competing companies and it may be treated as a proxy to the popularization of relationship marketing strategy (Gr?nroos, 1994) and service-dominant logic (Vargo & Lusch, 2004) in a given industry. In industries, where high product customization function as a norm, the new product development works through collaborative efforts with customers and value co-creation (Hoyer, Chandy, Dorotic, Krafft, & Singh, 2010). Dynamic marketing capabilities oriented at marketing reconfiguration may be not effective in case of companies working in high customization industries, as close customer relationships popular in such industries demand customer trust and commitment rather than dynamic marketing, including utilizing newest marketing instruments (Mitrega & Katrichis, 2010; Palmatier, Dant, Grewal, & Evans, 2006). In sum, we hypothesize: H4.2: The Dynamic Marketing Reconfiguration has weaker influence on Product Innovation Success, when it is implemented in the industry that favours high product customization. We tested our hypotheses on the cross-sectional survey data based on the sample of 155 companies operating in Poland and we applied structural equation modeling(PLS-SEM) to estimate the hypothesized research model using SmartPLS 3.0 (Hair, Hult, Ringle, & Sarstedt, 2013; Ringle, Wende, & Becker, 2014). As our conceptualization of DMR is grounded in the dynamic capabilities view, we searched for such scales for this construct, which would reflect actions standardized among managers and other people involved in marketing (Eisenhardt & Martin, 2000; Teece, 2007). Thus, for DMR we have adapted selected scales proposed for dynamic capabilities by Pavlou & El Sawy (2011). The market orientation was measured in line with reactive market orientation (Narver, et al. 2004), product innovation success was measured according to Ritter and Gem?nden (2003) and company performance according to Reinartz et al. (2004). We applied single item measurement for our contingency factors. Specifically, company size was measured due to number of people employed in the company and industry norms with regard to product customization were measured through question: “Please specify, if your industry demands adjusting company offering to individual requirements of a given customer (e.g. detailed negotiations, product adjustments)”. After purifying measurement model through Exploratory Factor Analysis, we retained 18 items for our 4 latent constructs. The items are available by email upon request. Our measurement model received empirical support for its validity and reliability with regard to literature suggestions, i.e. AVE > 0.5; Cronbach Alpha >0.7; Alpha and Fornell-Larcker discriminant validity criterion (Fornell & Larcker, 1981; Hair et al., 2012). We conducted PLS-SEM analysis following Hair et al. (2013) suggestions. T-statistics were computed by applying a bootstrapping procedure with 5000 bootstrap samples. The detailed results of model estimation are available upon request. Path coefficients for the research model appeared to be all significant except the link between market orientation and company performance, which supports hypotheses H1.1, H2.1; H2.2 and H3, but rejects H1.2. Additionally, contingency effects were tested using Multi-Group Analysis (MGA) implemented in SmartPLS 3.0 (Ringle, et al.2014). The differences in coefficient for path DMR -> PROD. INNOV SUCCESS were found significant in sub-samples according to company size and according to customization industry norms. Specifically, in case of medium and big companies (n = 71) the influence of DMR on product innovation success was significantly stronger (b=0.59) than in case of small companies (n=84; b = 0.28). In case of companies that did not report product customization as industry norm (n=93) the influence of DMR on product innovation success was significantly stronger (b=0.46) than in case of companies that reported industry pressure on product customization (n=62; b=0.27). Thus, all hypotheses connected with contingency effects (H4.1; H4.2) received support. Our study corresponds with recent research devoted to dynamic marketing capabilities (Flatten, et al, 2015; Weerawardena, et al. 2015) and it enriches this research by looking at DMCs from a different angle. Dynamic Marketing Reconfiguration (DMR) that we focus on embraces explicitly these company routines that transform existing marketing resources into their new combinations better aligned with market changes. Thus, DMR is different to proactive market orientation (Narver, at al. 2004) as such PMO is oriented at latent customer needs, but does not assume marketing reconfiguration, e.g. in terms of utilizing new marketing tools. In contrast to Flatten et al. (2015), DMR does not focus only on dynamic pricing capabilities, but it refers to reconfiguration of all marketing resources (i.e. pricing and other marketing-mix elements as well). Our study validates and enriches study by Weerawardena, et al.(2015), where dynamic marketing capabilities were found as the leverage for innovation performance. Similarly to this recent study, our study also confirms positive influence of dynamic marketing capability on innovation performance, but study by Weerawardena et al. (2015) was limited to early internationalizing firms in US and Australia, so we provide different empirical setting for testing this influence (i.e. companies based in Poland in various stages of their internationalization). More importantly, we qualify Weerawardena et al. (2015) by combining insights from dynamic capabilities theory (Teece et al., 1997) and contingency theory (Donaldson, 2001; Van de Ven & Drazin, 1984) and we test previously neglected contingency effects, namely: company size and industry norms with regard to product customization. Our research results suggest that dynamic marketing capabilities, namely DMR, are especially important for bigger companies and for these companies that are not under pressure for strong product customization. It may mean that DMR should be not applied in case of these companies that follow relationship marketing approach (Palmatier, Scheer, Evans, & Arnold, 2008), especially these companies that operate in B2B settings. In general, our study follows recent call for better understanding of dynamic marketing capabilities through more rigorous conceptualizations and providing tests in various empirical settings (Barrales - Molina, et al, 2014).

The most common misconceptions in Polish research on the linguistic picture of the world

Maciej Rak 한국슬라브어학회 2011 슬라브어연구 Vol.16 No.1

What are the first associations one has with LPW? Usually it is its uncanny popularity. Often, if someone does not have an idea for a linguistic conference paper, they will usually choose LPW. Unfortunately, most of these analyses have little to do with the actual methodology of LPW and they often perpetuate the misconceptions mentioned above. The most important aim of studying LPW in Polish is to determine the culture-specific way in which Polish people perceive, categorise and evaluate the individual elements of reality. It is by placing this vision in a wider context that we can appreciate its originality. The recent developments in translation studies and the project presented by J. Bartmiński at the 14th International Congress of Slavists in Ohrid all work towards this goal (Бартминьский 2008; Bartmiński, Chlebda 2008). It is in such projects that the future of LPW lies.

Teacher Personality as Predictor of Perceived Climate for Creativity

Maciej Karwowski 대한사고개발학회 2011 The International Journal of Creativity & Problem Vol.21 No.1

This study investigates the determinants of teachers’ perception of the climate for creativity in their schools. Six hundred and thirty Polish teachers completed the Creative Climate in School Questionnaire (CCSQ), the NEO-FFI, and demographic questionnaire. Hierarchical regressions and structural equation model found that the perception of climate is predicted by big five personality factors as well as by the “huge two” meta-traits (Stability and Plasticity). Perception of challenge at a school increased along with the level of teachers’ extraversion, openness to experience and conscientiousness. Conflicts were positively predicted by teachers’ neuroticism and extraversion, whereas agreeableness and conscientiousness were negative predictors of perceived conflicts. SEM confirmed that perceived conflict is positively predicted by plasticity and negatively by stability; challenge was positively predicted by plasticity, and freedom by stability. Interactive effects of plasticity and stability were found in case of perceived freedom and challenge.

Adsorption of Methylene Blue on Titanate Nanotubes Synthesized with Ultra-Small Fe3O4 Nanoparticles

Maciej Marc,Mirosław R. Dudek,Jacek J. Kozioł,Bartłomiej Zapotoczny 성균관대학교(자연과학캠퍼스) 성균나노과학기술원 2018 NANO Vol.13 No.12

Modified titanate nanotubes (TNT) were tested for their adsorption of methylene blue (MB) from water solutions. They were obtained from the TiO2 nanopowder using a standard alkaline hydrothermal method but in the stage of acid washing, when the titanate flakes begin to roll into nanotubes, magnetite nanoparticles were added. The Fe3O4 magnetic nanoparticles with diameter of around 2 nm and 12nm were used in the tests. Significantly stronger adsorption of MB was observed when smaller nanoparticles were used compared to using larger nanoparticles and compared to the case of unmodified nanotubes. It was shown that the increased adsorption of MB is associated with a more negative value of -potential for titanates modified by the ultra-small nanoparticles. In the adsorption experiment, pH 7 was selected. These results may prove to be of great importance in the case of potential applications corresponding to the use of such material for wastewater purification.

Modification of the Neocognitron Combined with Backpropagation

Maciej Sitnik 대한전자공학회 1994 ICONIP : International Conference On Neural Inform Vol.1 No.3

Special Review : Visceral Pain and Gastrointestinal Microbiome

( Maciej Chichlowski ),( Colin Rudolph ) 대한소화기기능성질환·운동학회(구 대한소화관운동학회) 2015 Journal of Neurogastroenterology and Motility (JNM Vol.21 No.2

A complex set of interactions between the microbiome, gut and brain modulate responses to visceral pain. These interactions occur at the level of the gastrointestinal mucosa, and via local neural, endocrine or immune activity; as well as by the production of factors transported through the circulatory system, like bacterial metabolites or hormones. Various psychological, infectious and other stressors can disrupt this harmonious relationship and alter both the microbiome and visceral pain responses. There are critical sensitive periods that can impact visceral pain responses in adulthood. In this review we provide a brief background of the intestinal microbiome and emerging concepts of the bidirectional interactions between the microbiome, gut and brain. We also discuss recent work in animal models, and human clinical trials using prebiotics and probiotics that alter the microbiome with resultant alterations in visceral pain responses. (J Neurogastroenterol Motil 2015;21:172-181)

Cornelian Cherry (Cornus mas L.) Juice as a Potential Source of Biological Compounds

Maciej Ga˛sto,Miros1aw Kros´niak,Ma1gorzata Derwisz,Justyna Dobrowolska-Iwanek 한국식품영양과학회 2013 Journal of medicinal food Vol.16 No.8

Cornelian cherry (Cornus mas L.), apple (Malus domestica Borkh. cultivars Jonagold and Red Boskoop), pear (Pyrus communis cv. Conference), and plum (Prunus domestica L. cv. Common Plum) juices were assayed for their quality, organic acids, polyphenol content, and antioxidant activity (determined as a ferric-reducing antioxidant power [FRAP]). Cornelian cherry juice revealed the highest titratable acidity—2.58 g malic acid/100 g. The highest polyphenol content was also noted for Cornelian cherry—45.6 mg gallic acid (GA)/g. The medium level of polyphenols was proved for Jonagold apple (22.8 mg GA1/g). The lowest level was recorded for Common Plum (9.60 mg GA/g), followed by Conference pear and Red Boskoop apple (12.3 and 21.3 mg GA/g, respectively). The FRAP values were 1.97 mmol Fe/L for Common Plum juice, 2.37 mmol Fe/L for Conference pear juice, and 3.92 mmol Fe/L for both Red Boskoop and Jonagold apple juices. However, the obtained data indicated outstanding antioxidant properties for Cornelian cherry juice. In this case, FRAP reached 23.5 mmol Fe/L. The calculated correlation coefficient FRAP versus polyphenols indicates that the antioxidant status for Cornelian cherry is not only correlated with polyphenols but also with other biological compounds. The obtained results indicated that Cornelian cherry is a valuable source of substances with a high antioxidant activity.

Characterization of γ and γ' Phases in 2nd and 4th Generation Single Crystal Nickel-Base Superalloys

Maciej Zietara,Steffen Neumeier,Mathias Göken,Aleksandra Czyrska-Filemonowicz 대한금속·재료학회 2017 METALS AND MATERIALS International Vol.23 No.1

A Ni based single crystal superalloy from the 2nd generation, PWA 1484, and one from the 4th generation, PWA 1497, were comparatively studied by scanning electron microscopy, energy dispersive X-ray spectroscopy and nanoindentation technique in an atomic force microscope (NI-AFM) after high temperature creep deformation. During primary creep of both generations of superalloys, γ' precipitates start to coalesce and grow directionally. Further creep deformation leads to the topological inversion and coarsening of the rafted microstructure. The NI-AFM technique was used for measurements of the hardness of the γ and γ' phases in as-received and creep deformed samples in various conditions. The g matrix of the PWA 1497 superalloy is on average 0.8 GPa harder than that of PWA 1484 that can be explained by higher content of Re and Ru, since they partition predominantly to the matrix phase.

On cobweb posets tilling problem

Maciej Dziemianczuk 장전수학회 2008 Advanced Studies in Contemporary Mathematics Vol.16 No.2

Kwasniewski's cobweb posets uniquely represented by directed acyclic graphs are such a generalization of the Fibonacci tree that allows joint combinatorial interpretation for all of them under admissibility condition. This interpretation was derived in the source papers and it entails natural enquires already formulated therein. In our paper we response to one of those problems. This is a tiling problem. Our observations on tiling problem include proofs of tiling's existence for some cobweb-admissible sequences. We show also that not all cobwebs admit tiling as dened below.

Extremely High Mortality Rate after a Successful Gastrectomy for Cancer in Older Adults

Maciej Ciesielski,Wiesław Janusz Kruszewski,Mariusz Szajewski,Jakub Walczak,Natalia Spychalska,Jarosław Szefel,Jacek Zieliński 대한위암학회 2019 Journal of gastric cancer Vol.19 No.2

Purpose: Poor physiological reserve for withstanding major cancer surgery in older adults is an important concern in the selection of patients for oncologic gastrectomy. The present study aimed to analyze mortality patterns among patients who underwent gastrectomy for cancer according to age groups. The primary outcomes of this study were early- and middleterm results: 30-day and 3-, 6-, 12-, and 36-month mortality rates. Materials and Methods: A retrospective review of 288 patients who underwent surgical resection for gastric cancer in two centers was carried out. Patients were stratified into four groups according to age: 29–50 years (group I, n=27), 51–65 years (group II, n=117), 66–75 years (group III, n=81), and 76–92 years (group IV, n=58). Statistical calculations focused on the differences in the survival rates between groups I and II as well as between groups II and IV. Results: The middle-aged patients (group II) had significantly better 3-year survival than either the youngest (group I) or the oldest patients (group IV). The 6-month mortality rates were 16.9% in group III and 29.3% in group IV. Two-thirds of the patients from groups III and IV who died between 2 and 6 months after surgery had an uneventful postoperative course. Conclusions: Age is an important prognostic factor of middle-term survival after gastrectomy for cancer. Geriatric assessment and better patient selection for major surgery for cancer are required to improve the outcome of gastrectomy for cancer in patients aged over 75 years.