dc.description.abstract | Many scholars have attempted to explain why organizations in the same industry and
markets differ in their performance. Propositions have been attributable to variations in
the strategic foundations and strategic elements upon which the organization is
anchored. However strategic marketers remain disillusioned in attempts to explain why
firms implementing relationship marketing strategies have not realized similar success
stories. Fundamental question within marketing and strategic management circles.
Researchers have partly attributed the variation to barriers to entry, resources of a firm,
and continuous innovation that keep a firm a head of competition. On a global scale,
there is no conclusive established theory or framework that completely explains the
source of variation in organisational forms, behaviours and performance. This piece has
reviewed literature that demonstrates the existence of a direct relationship between
resources and performance consistent with extant empirical and conceptual literature.
It is apparent from the literature that most scholars have focused on the individual effect
of organizational resources, innovation and relationship marketing strategy on
organizational performance. This work, in attempt to make a significant contribution to
these developments, takes cognizance of the fact that organizational performance may
be a function of factors key among them being, and effect implementation relationship
market strategy. However, this relationship is affected by a host of intervening and
moderating factors such as the organized resources, innovation and competencies. The
purpose of this independent conceptual paper was to extoll the relationship between
relationship marketing strategy, the organizations resources and organizations
performance, and in so doing making a novel contribution to the current state of play
through an integrated conceptual model that enables investigation of the moderating
role of the relationship market strategy and the intervening role in the resourceperformance
relationship.The study was founded on Network Theory, Commitment
and Trust Theory, Relational Contracting Theory, Social Exchange Theory, Contigency
Theory and Resource Based View. It integrates individual attempts at explaining firm
performance from multiple lenses and advances a novel framework on the drivers of
firm performance which could guide empirical research to address the gaps in
knowledge.
Key Words: Relationship Marketing Strategy, Resources, Performance. | en_US |