|Start Page Number:||411|
|End Page Number:||433|
|Publication Date:||Jun 2016|
|Journal:||Asia Pacific Journal Of Management|
|Authors:||Heirati Nima, OCass Aron|
|Keywords:||marketing, social, developing countries|
While it has been advocated that the generation and application of market knowledge shape marketing capabilities to commercialize new products, the weak institutional environment makes access to critical market knowledge challenging in emerging economies. Critically, managerial social ties with business and political institutions may complement the firm’s market orientation (MO) to obtain market knowledge that is not available in the open market in emerging economies. This study draws attention to the differential roles of business and political ties in complementing or inhibiting the effects of market orientation on exploratory and exploitative marketing capabilities in one of the ‘Next Eleven’ emerging economies, Iran. The results help firms operating in emerging economies to identify the conditions under which business and political ties help to overcome institutional limitations, complement market‐oriented efforts, and successfully commercialize new products.