Title: The competitive uncertainty, marketing and non-market roots of capability deployment and organisational performance in Turkey

Authors: John A. Parnell; Gaye Acikdilli; James D. Doyle

Addresses: School of Business, University of North Carolina at Pembroke, Pembroke, NC 28372, USA ' School of Business, University of North Carolina at Pembroke, Pembroke, NC 28372, USA ' School of Business, University of North Carolina at Pembroke, Pembroke, NC 28372, USA

Abstract: This paper assesses how competitive uncertainty shapes strategic emphasis, capability development, and organisational performance in an emerging economy. Non-market strategy (NMS) is introduced as a strategic orientation focused on strategic liaison, corporate political activity (CPA), and environmental management. Data collection occurred in Turkey, an emerging economy known historically as a regional centre of commerce, but increasingly defined by political and economic uncertainty. Analyses demonstrated that competitive uncertainty impacts emphasis on NMS, marketing strategy, and marketing capabilities, but an unexpected, positive link between NMS and marketing capabilities was also observed. Although no direct NMS-performance link was found, evidence points to NMS as a necessary, but insufficient ingredient for success in an emerging economy environment.

Keywords: non-market strategy; NMS; marketing strategy; corporate political activity; CPA; marketing capabilities; organisational performance; Turkey.

DOI: 10.1504/IJBEM.2019.097475

International Journal of Business and Emerging Markets, 2019 Vol.11 No.1, pp.27 - 51

Received: 17 Jul 2018
Accepted: 10 Oct 2018

Published online: 23 Jan 2019 *

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