This paper aims to investigate effect of a firm’s marketing strategy on concerning employee experience employee interest to improve the organization over all performance. This survey is primarily based on questionnaire and data is collected from 10 top and middle level of textile sector organizations located in Faisalabad. The outcome of this study expose that organization are significantly correlated under moderator of marketing strategy. For that reason, all of hypotheses showed significant outcomes. This study will guide the organizations performance to figure out the role of marketing strategy to train employees for the helpful competitive challenges in business competition.
Al-Tamimi, H. (2006), “Factors influencing individual investor behavior: An empirical study of
the financial markets”.
Asparouhov.,& T Muthén, B. (2014), “Auxiliary variables in mixture modeling: Three-step
approaches using M plus”, Structural Equation Modeling: A Multidisciplinary Journal 2(13), 329-241.
Ataman, B, M., Van Heerde, H, J., & Mela, C, F. (2010), “The Long-Term Effect of Marketing Strategy on Brand Sales,” Journal of Marketing Research, 47. 866-882.
Baird, K., & Baird, K. (2017), “The effectiveness of strategic performance measurement systems”, International Journal of Productivity and Performance Management, 66 (1), 3-21.
Basu, R. R., Banerjee, P. M., & Sweeny, E. G. (2013), “Frugal innovation: core competencies to
address global sustainability”, Journal of Management for Global sustainability, 1(2). 63-82
Baum, M., Schwens, C.,&Kabst, R. (2015). “A latent class analysis of small firms' internationalization patterns“, Journal of World Business (JWB), 50(4), 754-768
Boso, N., Cadogan, JW.,&Story, VM (2012), “Entrepreneurial orientation and market orientation as drivers of product innovation success: A study of exporters from a developing economy”, International Small Business Journal, 31, 57-81.
Cadogan, J.W. (2012), “International marketing, strategic orientations and business success: Reflections on the path ahead”, International Marketing Review, 29 (4), 340–348.
Cândido, C., & Santos, S. (2011), “Is TQM more difficult to implement than other transformational strategies?” Total Quality Management and Business Excellence, 22(11), 1139-1164
Chase, R.B., &Apte, U.A. (2007), “A history of research in service operations: What is the big
idea?” Journal of Operations Management, 25, 375-386.
Chung, H.F.L. (2012), “Export market orientation, managerial ties, and performance”, International Marketing Review, 29 (4), 403-423.
Fiss, P. C., Marx, A.,&Cambré, B. (2013), “Configurational theory and methods in organizational research: Introduction, In Fiss, P. C. &Cambré, B. and Marx, A. (Eds.) Configurational Theory and Methods in Organizational Research. Emerald Group Publishing Limited, 3,1 – 22
Frambach, R.T., Fiss, P.C.,&Ingenbleek, P.T.M. (2016), “How important is customer orientation for firm performance? A fuzzy set analysis of orientations, strategies, and environments”, Journal of Business Research, 69 (4), 1428–1436.
Frosen, J., Jaakkola, M., Churakova, I.,&Tikkanen, H. (2016), “Effective forms of market orientation across the business cycle: A longitudinal analysis of business-to-business firms”, Industrial Marketing Management, 52(1), 91–99.
Ghorbani, H., Dalvi, M. R.,&Hirmanpour, I. (2014), “Studying the effect of market orientation on marketing effectiveness case study: Hotels in Isfahan province”, International Journal of Academic Research in Business and Social Sciences, 4(1), 570-579.
Govindarajan, V.,&Ramamurti, R. (2011), “Reverse innovation, emerging markets, and global
strategy”, Global Strategy Journal, 1(3?4), 191-205.
Grewal, R., Chandrashekaran, M., Johnson, J.L.,&Mallapragada, G. (2013), “Environments, unobserved heterogeneity, and the effect of market orientation on outcomes for high-tech firms”, Journal of the Academy of Marketing Science, 41 (2) 206–233.
Hagen, B., Zucchella, A., Cerchiello, P.,&De Giovanni, N. (2012), “International strategy and
performance-Clustering strategic types of SMEs”, International Business Review, 21 (3), 369–382.
Huhtala, J.-P., Sihvonen, A., Frösén, J., Jaakkola, M.,&Tikkanen, H. (2014), “Market orientation, innovation capability and business performance: Insights from the global financial crisis”, Baltic Journal of Management, 9 (2), 134-152.
Jamil, A. S. (2016),"Business strategy and firm performance: a multi-industry analysis", Journal of Strategy and Management, 9(3)
Järvinen, J. & Karjaluoto, H. (2015), “The use of Web analytics for digital marketing performance measurement”, Industrial Marketing Management, 50(4), 117-27.
Julian, C.C. (2010), “The market orientation–marketing performance relationship – the empirical link in international joint ventures”, International Journal of Trade and Global Markets, 3(4), 414-431.
Lee, J.Y., Sridhar, S., Henderson, C.M.,&Palmatier, R.W. (2014), “Effect of customer-centric structure on long-term financial performance”, Marketing Science, 34(2), 250-68.
Lin, C., Tsai, H.-L., & Wu, J.-C. (2014). Collaboration strategy decision-making using the Miles and Snow typology. Journal of Business Research,
Mintz, O. & Currim, I.S. (2013), “What drives managerial use of marketing and financial metrics and does metric use affect performance of marketing-mix activities?” Journal of Marketing, 77( 2), 17-40.
Narasimhan, R. (2014), “Theory development in operations management: Extending the
frontiers of a Mature discipline via qualitative research”, Decision Sciences, 45,
(2), 209-227.
O’Cass, A., Ngo, L.V.,&Siahtiri, V. (2015), “Marketing resource-capability complementarity and firm performance in B2B firms”, Journal of Business & Industrial Marketing, 30 (2), 194–207.
Olson, E. M., Slater, S. F., &Hult, G. T. M. (2005). The Performance Implication of Fit among Business Strategy , Marketing Organization Structure and Strategic Behavior. Journal of
Marketing, 69(3), 49–65.
Ouakouak, M. L., & Ammar, O. (2015). How does strategic flexibility pay off in terms of financial performance??International Journal of Business Performance Management, 16(4), 442–456
Parnell, J. A. (2010). Strategic clarity, business strategy and performance. Journal of Strategy and Management, 3(4), 304–324.
Saleem,U, R., Khan, M, A., Iqbal, N "Motivations and barriers to purchasing online: Understanding consumer responses", South Asian Journal of Business Studies
Scarpi, D. (2012), “Work and fun on the internet: the effects of utilitarianism and hedonism online,” Journal of Interactive Marketing, 26 (1), 53-67
Anwar, J., Hasnu, S "Strategy-Performance Relationships: A Comparative Analysis of Pure, Hybrid, and Reactor Strategies", Journal of Advances in Management Research
Sharma, B.,&Gadenne, D. (2008), “An empirical investigation of the relationship between quality management factors and customer satisfaction, improved competitive position and overall business performance”, Journal of Strategic Marketing, 16(4),301 314.
Tadi?, D., Juri?, B.,&Šuput, B. (2012), “Interaction and synergy of marketing management
and quality management in Croatian companies”, International Journal of Management Cases, 14 (4), 132-141.
Challis, D., Samson, D., & Lawson, B. (2005), “Impact of technological, organizational and human resource investments on employee and manufacturing performance: Australian and New Zealand evidence”, International Journal of Production Research, 43(1), 81-107.
World Bank. (2016). Doing Business 2016: Measuring Regulatory Quality and Efficiency of
Economy Profile of Pakistan
Yousaf, N., Sahar, N., Majid, A. & Rafiq, A. (2018) "The effects of e-marketing orientation on strategic business performance: Mediating role of e-trust", World Journal of Entrepreneurship, Management and Sustainable Development
Din, M. U., Zia-UD-Din, M., & Shafique, M. Z. (2018). Effects of Employees Experience on Employees Performance on Textile Sector. International Journal of Academic Research in Business and Social Sciences, 8(239-248).
Copyright: © 2018 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode