000			01967nam a22002657a 4500
003			ZW-GwMSU
005			20210520150943.0
008			210520b |||||||| |||| 00| 0 eng d
022			_a0965-254X
040			_aMSU _cMSU _erda
100	1		_aTaghian,Mehdi _eauthor
245	1	0	_aMarket fit and business performance: _bAn empirical investigation/ _cMehdi Taghian
264			_aAbingdon: _bRoutledge Taylor and Francis, _c2010.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of strategic marketing _vVolume 18 , number 5 ,
520			_aThis paper argues that an organisation needs to be managed for its fit to its intended target market. Market fit is defined as the capability configuration of a firm moderated by the relevant factors in the external environment. It is conceptualised within the integrated dynamic resource-based view of the firm. The study is based on survey data collected from 216 larger Australian businesses. Drawing on the existing literature on the resource-based view of the firm (RBV), a model of market fit has been developed and tested empirically. The results of the study suggest that the intangible internal assets of marketing planning, decision-making process, and marketing strategy form the core capability configuration of an organisation and that the market fit measure associates positively with business performance indicators. The assertion is that while the internal intangible assets form the core capability of an organisation, this capability is influenced by the market dynamics that may alter its character, intensity, and effectiveness in relation to its intended business performance objectives.
650	4		_aMarket fit
650	4		_aResource-based view of the firm
650	4		_aCapability configuration
700	1		_aShaw, Robin N _eauthor
856			_uhttps://doi.org/10.1080/0965254X.2010.497844
942			_2lcc _cJA
999			_c157314 _d157314