Purpose

This study aims to examine whether the selection of a new outsider chief marketing officer from a developed-country incumbent firm with an established brand can serve as an alternative strategy to the acquisition of developed-country firms in benefiting the internationalization of a postselection emerging-market brand marketer that suffers from late-mover disadvantages.

Design/methodology/approach

A pretest (survey) and two main studies (experiments) were conducted to examine the proposed mediation model of “Chief Marketing Officer background—enhancement of capabilities—brand competitiveness”.

Findings

An emerging-market brand marketer gains enhanced resources and capabilities when a new chief marketing officer is recruited from a developed-country incumbent with a superior reputation, leading to improved brand competitiveness. This positive effect accrues from the new chief marketing officer's background (i.e. prior work organization) spilling over to his/her new emerging-market employer.

Originality/value

This research integrates the research streams of emerging-market firm internationalization, chief marketing officer and executive succession to provide an alternative strategy for emerging-market firms to overcome late-mover disadvantages in global markets.

中文翻译：

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首席营销官与国际化——基于资源的观点

目的

本研究旨在检验从拥有知名品牌的发达国家现有公司中选择新的外部首席营销官是否可以作为收购发达国家公司的替代策略，从而有利于选择后新兴市场的国际化。遭受后发劣势的品牌营销商。

设计/方法/方法

对“首席营销官背景——能力提升——品牌竞争力”提出的中介模型进行了预测试（调查）和两项主要研究（实验）。

发现

新兴市场品牌营销人员从声誉良好的发达国家招聘新的首席营销官，可以获得更多的资源和能力，从而提高品牌竞争力。这种积极影响源于新任首席营销官的背景（即之前的工作组织）蔓延到他/她的新兴市场新雇主。

原创性/价值

该研究整合了新兴市场公司国际化、首席营销官和高管继任的研究流，为新兴市场公司克服全球市场的后发劣势提供了替代战略。