مدل مفهومی یکپارچه مبتنی بر تمامیت برای ایجاد، نگهداشت و توسعه قابلیت‌های بازاریابی، مزیت رقابتی پایدار و عملکرد برتر کسب‌وکار

نوع مقاله: مقاله علمی پژوهشی

نویسندگان

1 دکتری، گروه مدیریت بازرگانی، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران.

2 استاد، گروه مدیریت بازرگانی، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران.

3 استادیار، گروه مدیریت بازرگانی، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران.

10.22059/jibm.2019.287401.3609

چکیده

هدف: هدف پژوهش حاضر، طراحی مدل مفهومی یکپارچه مبتنی بر تمامیت، به‌منظور توسعه قابلیت‌های بازاریابی، دستیابی به مزیت رقابتی پایدار و عملکرد برتر کسب‌وکار است.
روش: در مرحله کیفی، مصاحبه‌های عمیق با 20 نفر و مصاحبه‌های نیمه‌ساختاریافته با 10 نفر از مدیران ارشد، میانی و خبرگان و همچنین 4 گروه کانونی متشکل از 6 عضو، در یکی از بزرگ‌ترین صنایع فولادی کشور، برنامه‌ریزی و انجام شد. در مرحله کمّی نیز، 350 نفر، از بین مدیران و خبرگان شرکت‌های صنعت فولاد ایران و پذیرفته ‎شده در سازمان بورس و اوراق بهادار تهران برای نمونه انتخاب شد. روش اجرای پژوهش، از نوع آمیخته کیفی ـ کمّی (اکتشافی ـ تأییدی) است. به این منظور، ابتدا در مرحله کیفی با استفاده از تحلیل مضمونی، داده‌های گردآوری شده از طریق مصاحبه‌های عمیق و نیمه‌ساختاریافته، گروه‌های کانونی و همچنین مرور جامع ادبیات موضوع، مدل اولیه پژوهش مفهوم‌سازی شد. سپس در مرحله کمّی با استفاده از داده‌های گردآوری شده از طریق پرسش‌نامه و همچنین داده‌های مربوط به عملکرد شرکت‌های در دست بررسی از سامانه کدال سازمان بورس و اوراق بهادار تهران، مدل مفهومی اولیه، در چارچوب معادلات ساختاری ـ حداقل مربعات جزئی و با استفاده از آخرین نسخه نرم‌افزار اسمارت پی‌ال‌اس آزمون شد و مدل مفهومی نهایی پژوهش با تحلیل تلفیقی یافته‌های مراحل کیفی و کمّی به‌دست آمد.
یافته‌ها: بنگاه‌های کسب‌وکار به‌منظور ایجاد، نگهداشت و توسعه‌ قابلیت‌های بازاریابی و سایر قابلیت‌های سازمانی مرتبط، به توسعه‌ تمامیت داخلی بنگاه نیازمندند. تمامیت داخلی بنگاه‌های کسب‌وکار، به توسعه‌ هوشمندی کسب‌وکار، یادگیری مستمر سازمانی و مدیریت دانش منجر می‌شود و توسعه موارد پیش‌گفته، توسعه قابلیت‌های بازاریابی، یکپارچگی زنجیره تأمین، ارتقای خصیصه‌های منابع بازاریابی، مزیت رقابتی پایدار و عملکرد برتر کسب‌وکار را به همراه می‌آورد. همچنین، تمامیت شرکای زنجیره تأمین و تمامیت بخش‌های حاکمیتی، روابط بین قابلیت‌های بازاریابی، مزیت رقابتی پایدار و عملکرد برتر بنگاه را تعدیل می‌کند.
نتیجه‌گیری: نتایج این پژوهش، در ارتباط با ایجاد، نگهداشت و توسعه قابلیت‌های بازاریابی و ارتباط آن با مزیت رقابتی پایدار و عملکرد بنگاه، سه مفهوم جدید تمامیت داخلی بنگاه، تمامیت شرکای زنجیره تأمین و تمامیت بخش‌های حاکمیتی را وارد ادبیات راهبرد بازاریابی و مدیریت راهبردی کرده است. ضمن آنکه مفاهیم جدیدی را نیز به ادبیات قابلیت‌های بازاریابی افزوده است و پیکربندی جدیدی را در خصوص پیشایندهای توسعه قابلیت‌های پیش‌گفته، پیشنهاد می‌دهد.

کلیدواژه‌ها


عنوان مقاله [English]

An Integrity-based Conceptual Framework for Creating, Maintaining and Developing Marketing Capabilities, Sustained Competitive Advantage and Superior Business Performance

نویسندگان [English]

  • Ahmad Salimi 1
  • Ali Sanayei 2
  • Azarnoosh Ansari 3
1 PhD., Department of Business Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran.
2 Prof., Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran.
3 Assistant Prof., Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran.
چکیده [English]

Objective
Several theoretical foundations and models have been developed and proposed in order to explain marketing capabilities and their link to competitive advantage and business performance over the past years. However, review of the research literature has revealed theoretical gaps regarding building and developing marketing capabilities, the integrative relationship between supply chain and marketing capabilities, types of items that affect the link between marketing capabilities and competitive advantage, as well as the dimensions and characteristics of sustainability of competitive advantages and business performance. On the other hand, the evidence and experiences related to the low rate of competitiveness of the country’s businesses in the global market have led to discovery and confirmation on how businesses can improve their marketing capabilities as the most important motivation in the present study which can help them achieve a sustainable competitive advantage. A few studies have investigated creating, maintaining, and developing marketing capabilities in a way that is integrate into the enterprise supply chain which leads to promotion of the characteristics of marketing resources, and ultimately to sustainable competitive advantage and superior business performance. Therefore, the present study aimed to develop an integrated conceptual model based on integrity in order to develop marketing capabilities as well as to achieve sustainable competitive advantage and superior business performance.
 
Methodology
The mixed method considering qualitative-quantitative types (exploratory-confirmatory) was used in the present study. For this purpose, the initial research model was conceptualized using the thematic analysis of the data collected through in-depth and semi-structured interviews, focus groups as well as a comprehensive review of the literature in the qualitative stage. Then, the primary conceptual model was evaluated within the framework of structural equations - partial least squares - using the latest version of Smart PLS software in the quantitative step, using the data collected through a questionnaire and also the secondary data collected related to the performance of the studied companies from the Codal system of the Tehran Stock Exchange. And the final conceptual model of the research was extracted through combined analysis of the findings in the qualitative and quantitative stages. In the qualitative stage, in-depth interviews with 20 people and semi-structured interviews with 10 senior, middle and expert managers, as well as 4 focus groups consisting of 6 members in one of the largest Steel Industries in the country have been planned and implemented. In the quantitative stage, the statistical population of the study included 842 managers and experts of Iranian steel industry companies that have been accepted in the Tehran Stock Exchange. In the end, 350 individuals were selected as the statistical samples.
 
Findings
The research findings confirmed that in order to create, maintain and develop marketing capabilities and other related organizational capabilities, businesses require the development of the internal integrity. The internal integrity of businesses can lead to the development of business intelligence, continuous organizational learning and knowledge management, which in turn lead to the development of those items, marketing capabilities, supply chain integration, upgrading of marketing resource attributes, sustainable competitive advantage and performance. In addition, the integrity of supply chain partners and the integrity of state sectors can moderate the relationship between marketing capabilities, sustainable competitive advantage, and business performance. Moreover, 1) the reliability of indices including: factor loads of indices, Cronbach’s alpha coefficient, and integrated reliability, 2) convergent validity including average variance extracted (AVE) coefficients of the constructs, and 3) divergent validity including cross-loadings, Fornell-Larker Criterion and Heterotrait-Monotrait Ratio HTMT index have been measured and evaluated. The results of Cronbach’s alpha indicates that the obtained Cronbach’s alpha values ​​for all the variables are higher than 0.7, which shows a good fit for the measurement model in this regard. The highest Cronbach's alpha coefficient is related to the marketing capabilities (0.96) and the lowest Cronbach's alpha coefficient belonged to the product management (0.72). In addition, the highest combined reliability index was obtained as 0.97 which also shows a desirable situation for the marketing capabilities and the lowest value is related to product management capability with 0.83. The AVE index of constructs was used to measure the convergent validity of the measurement model. The outputs of Smart P.L.S software shows that the measured AVE values were above 0.5​​ for all the first-order constructs. However, the AVE index was calculated manually for higher-order constructs, where the results also confirmed that the AVE value was higher than 0.5 for all second-order constructs; it indicates the optimal convergent validity of the measurement model. In order to evaluate the divergent validity of the model, cross-loadings, Fornell-Larker matrix, as well as HTMT index were used. Evaluation and analysis of the measurement model and the structural model using the data which were collected in the quantitative stage of the research indicated that the conceptual model which was developed based on the results of the qualitative stage has been approved using the data collected in the quantitative stage.
 
Conclusion
According to the conceptual framework in the present study, businesses in the Iranian Steel Industry should improve the business intelligence and knowledge management in order to develop marketing capabilities. Moreover, Iranian Steel Industry firms need to improve the level of continuous organizational learning in order for the business intelligence and knowledge management capabilities of the firm to have the greatest impact on the creation and development of marketing capabilities. Continuous organizational learning acts as a facilitator which accelerates the relationship between business intelligence capabilities and knowledge management with marketing capabilities which helps strengthen this relationship. The proposed conceptual framework in the present study also suggests that Iranian Steel Industry enterprises are able to create, internalize and develop business intelligence capabilities, continuous organizational learning and knowledge management provided that they can develop internal integrity. When business leaders and systems develop internal integrity, they provide the necessary opportunities and capacities for maximum efficiency and minimum vulnerability, and thus for the creation and development of the proposed capabilities. To this end, it also suggests the basic indicators that businesses need to promote internal integrity (business leaders and systems).

کلیدواژه‌ها [English]

  • Integrity
  • Marketing Capabilities
  • Business Intelligence
  • Continuous organizational learning
  • Knowledge Management
  • Sustainable competitive advantage
شاهرخ دهدشتی، زهره؛ ناطق، محمد؛ احسانی، راضیه (1396). تبیین رابطه قابلیت‎های بازاریابی و عملکرد سازمان. مدیریت بازرگانی، 9(1)، 103-128.
 
References
Aguinis, H., Beaty, J. C., Boik, R. J., & Pierce, C. A. (2005). Effect size and power in assessing moderating effects of categorical variables using multiple regression: A 30-year review. Journal of Applied Psychology, 90(1), 94–107.
Ahmed, M. U., Kristal, M. M., & Pagell, M. (2014). Impact of operational and marketing capabilities on firm performance: Evidence from economic growth and downturns. International Journal of Production Economics, 154, 59-71.
Airinei, D., & Berţa, D.A. (2012). Semantic Business Intelligence – a New Generation of Business Intelligence. Informatică Economică Journal, 16(2), 72-80.
Amit, R., & Shoemaker, P. J. H. (1993). Strategic assets and organizational rents. Strategic Management Journal, 14(1), 33–46.
Ansoff, H. I. (1965). Corporate Strategy. McGraw-Hill, New York, NY.
Atuahene-Gima, K. (2005). Resolving the Capability—Rigidity Paradox in New Product Innovation. Journal of Marketing, 69(4), 61-83.
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Barney, J. B., & Clark, D. N. (2007). Resource-Based Theory: Creating and Sustaining Competitive Advantage. (First Edition). Oxford. Oxford University Press.
Caves, R. E., & Porter, M. E. (1977). From entry barriers to mobility barriers: conjectural decisions and contrived deterrence to new competition. Quarterly Journal of Economics, 91(2), 241-261.
Chang, W., Ellinger, A. E., Kim, K., Franke, G R. (2016). Supply chain integration and firm financial performance: A meta-analysis of positional advantage mediation and moderating factors. European Management Journal, 34, 282-295.
Chen, H., Daugherty, P. J., & Landry T. D. (2009). Supply Chain Process Integration: A Theoretical Framework. Journal of Business Logistics, 30(2), 27-46.
Chuang, S. H. (2004). A resource-based perspective on knowledge management capability and competitive advantage: an empirical investigation. Expert Systems with Applications, 27(3), 459–465.
Cohen, J. (1988). Statistical power analysis for the behavioral sciences. Mahwah, NJ: Lawrence Erlbaum.
Davis, L. (1992). Instrument review: Getting the most from your panel of experts. Applied Nursing Research, 5(4), 194-197.
Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37-54.
Dehdashti Shahrokh, Z., Nategh, M., & Ehsani, R. (2017). Explaining the Relationship between Marketing Capabilities and Business Financial Performance. Business Management, 9(1), 103-128. (in Persian)
Donaldson, L. (2001). The contingency theory of organizations. Sage publications series in foundations for organizational science, Sage publications Inc, California, USA.
Dutta, S., Narashiman, O., & Surendra, R. (1999). Success in high technology markets: Is marketing capability critical? Marketing Science, 18(4), 547–568.
Eisenhardt, K.M., Martin, J.A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, Special Issue 21(10–11), 1105–1121.
Elbashir, M. Z., Collier, P. A., & Davern, M. J. (2008). Measuring the effects of business intelligence systems: The relationship between business process and organizational performance. International Journal of Accounting Information Systems, 9(3), 135-153.
Erhard, W. H., Jensen, M. C., & Zaffron, S. (2016). Integrity: a positive model that incorporates the normative phenomena of morality, ethics, and legality. Harvard NOM research paper no. 10-061.
Fan, S., Lau, R., & Zhao J. L. (2015). Demystifying big data analytics for business intelligence through the lens of marketing mix. Big Data Research, 2(1), 28-32.
Fink, L., Yogev, N., & Even A. (2017). Business Intelligence and Organizational Learning: An Empirical Investigation of Value Creation Processes. Information and Management, Information & Management, 54(1), 38-56.
Gold, A. H., Malhotra, A., & Segars, A. H. (2001). Knowledge management: an organizational capabilities perspective. Journal of Management Information Systems, 18(1), 185-214.
Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33, 114–135.
Greenley, G. E. (2005). Market orientation in a multiple stakeholder orientation context: Implications for marketing capabilities and assets. Journal of business, 58(11), 1483-1494.
Haas, M. R., & Hansen, M. T. (2005). When Using Knowledge Can Hurt Performance: The Value of Organizational Capabilities in a Management Consulting Company. Strategic Management Journal, 26(1), 1-24.
Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139–151.
Hair, J. F., Tomas, G., Hult, M., Ringle, C. M., & Sarstedt, M. (2017). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Second Edition, SAGE Publications, USA.
Hall, R. (1993). A framework linking intangible resources and capabilities to sustainable competitive advantage. Strategic Management Journal, 14(8), 607–618.
Hatch, M. J. with Cunliffe, A. L. (2013). Organization theory: modern, symbolic and postmodern perspectives. Third editon, Oxford university press. United Kingdom.
Hayes, R. H., Pisano, G. P., & Upton, D. M. (1996). Strategic operations: Competing through capabilities. New York, NY: Free Press.
Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. Advances in International Marketing, 20, 277–320.
Hunt, S. D. (2013). A general theory of business marketing: R-A theory, Alderson, the ISBM framework, and the IMP theoretical structure. Industrial Marketing Management, 42, 283–293.
Huo, B. (2012). The impact of supply chain integration on company performance: an organizational capability perspective. Supply Chain Management: An International Journal, 17(6), 596–610.
Isik, O., Jones, M. C., & Sidorova, A. (2013). Business intelligence success: The roles of BI capabilities and decision Environments. Information & Management, 50(1), 13-23.
Jaworski, B., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(3), 53–70.
Jensen, M. C. (2009). Integrity is a matter of a person’s word – nothing more and nothing less. Michael Jensen explains. Rotman Magazine, Fall, 16-20.
Jerez-Gomez, P., Cespedes-Lorente, J., & Valle-Cabrera, R. (2005). Organizational learning capability: a proposal of measurement. Journal of Business Research, 58(6), 715-725.
Kamboj, S., Goyal, P., & Rahman, Z. (2015). A resource-based view on marketing capability, operations capability and financial performance: An empirical examination of mediating role. Procedia - Social and Behavioral Sciences, 189, 406 – 415.
Kenny, D. A. (2016). Moderation. Retrieved from http://davidakenny.net/cm/moderation.htm
Kimble, C., & Milolidakis, G. (2015). Big Data and Business Intelligence: Debunking the Myths. Global Business and Organizational Excellence, 35, 23 – 34.
Kowalczyk, M., & Buxmann P. (2014). Big Data and Information Processing in Organizational Decision Processes: A Multiple Case Study. Business & Information Systems Engineering, 5, 267–278.
Krasnikov, A.V. (2007). Examining the relationship between marketing capability and firm performance. PhD dissertation, University of South Carolina.
Lee, C. W., Kwon, I. G., & Severance, D. (2007). Relationship between supply chain performance and degree of linkage among supplier, internal integration, and customer. Supply Chain Management: An International Journal, 12(6), 444–452.
Lee, S., Kim B. G., & Kim H. (2012). An integrated view of knowledge management for performance. Journal of Knowledge Management, 16(2), 183-203.
Li, S., Ragu-Nathan, B., Ragu-Nathan, T. S., & Suba Rao, S. (2004). The impact of supply chain management practices on competitive advantage and organizational performance. Omega: The International Journal of Management Science, 34, 107 – 124.
Ma, H. (2000). Competitive Advantage and Firm Performance. Competitiveness Review. 10(2), 15-33.
Mahoney, J. T., & Pandian, J. R. (1992). The resource-based view within the conversation of strategic management. Strategic Management Journal, 13(3), 363–380.
Martin, G. S., Keating, M. A., Resick, C. J., Szabo, E., Kwan, H. K., & Peng, C. (2013). The meaning of leader integrity: A comparative study across Anglo, Asian, and Germanic cultures. The Leadership Quarterly, 24, 445–461.
Miller, D., & Shamsie, J. (1996). The resource-based view of the firm in two environments: The Hollywood film studios from 1936 to 1965. Academy of Management Journal, 39(3), 519–543.
Morgan, N. A. (2012). Marketing and business performance. Journal of the Academic Marketing Science, 40(1), 102-119.
Morgan, N. A., Feng, H. and Whitler K. A. (2018). Marketing capabilities in International Marketing. Journal of International Marketing, 26(1), 61–95.
Morgan, N. A., Slotegraaf, R. J., Vorhies, D. W. (2009). Linking marketing capabilities with profit growth. International Journal of Research in Marketing, 26(4), 284-293.
Mu, J. (2015). Marketing capability, organizational adaptation and new product development performance. Industrial Marketing Management, 49, 151-166.
O'Cass, A., & Weerawardena, J. (2009). The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance. Industrial Marketing Management, 39(4), 571-581.
Penrose, E.T. (1959). The Theory of the Growth of the Firm. Oxford University Press.
Peteraf, M. A. and Barney, J. B. (2003), Unraveling the resource-based tangle. Managerial and Decision Economics, 24(4), 309-323.
Polit, D. F., & Beck, C. T. (2006). The content validity index: are you sure you know what’s being reported? Critique and recommendations. Research in Nursing and Health, 29(5), 489-497.
Porter, M. E. (1985), Competitive Advantage: creating and sustaining superior performance. Free Press, New York, NY.
Prahalad, C. K., & Hamel, G. (May-June, 1990). The core competence of the corporation. Harvard Business Review, 68, 79−91.
Ram, J., Zhang, C., & Koronios, A. (2016). The implications of Big Data analytics on Business Intelligence: A qualitative study in China. Procedia Computer science, 87, 221-226.
Rubio, D. M., Berg-Weger, M., Tebb, S.S., Lee, E.S., Rauch, S. (2003). Objectifying content validity: Conducting a content validity study in social work research. Social Work Research, 27, 94-104.
Scarbrough H., & Swan, J. (1999). Knowledge management: A literature review. London, Institute of Personal and Development (IPD).
Scherr, A., & Jensen, M. C. (2007). A New Model of Leadership. Negotiations, Organizations and Markets Research Papers. 1-40.
Shahrokh Dehdashti, Z., Nategh, M., & Ehsani, R., (2017). Explaining marketing capabilities relationship with organizational performance. Journal of Business Management, 9(1), 103-128. (in Persian)
Sigalas, C. (2015). Competitive advantage: the known unknown concept. Management Decision, 53(9), 2004-2016.
Sigalas, C., & Pekka-Economou, V. (2013). Revisiting the concept of competitive advantage: problems and fallacies arising from its conceptualization. Journal of Strategy and Management, 6(1), 61-80.
Sigalas, C., Pekka-Economou, V., & Georgopoulos, N. B. (2013). Developing a measure of competitive advantage. Journal of Strategy and Management, 6(4), 320-342.
Srivastava, R. K., Shervani, T. A., & Fahey, L. (1998). Market-based assets and shareholder Value: a framework for analysis. Journal of Marketing, 62(1), 2–18.
Tsai, K., Liao Y., & Hsu T. T. (2015). Does the use of knowledge integration mechanisms enhance product innovativeness? Industrial Marketing Management, 46, 214–223.
Tseng, S. (2014). The impact of knowledge management capabilities and supplier relationship management on corporate performance .International Journal of Production Economics, 154, 39–47.
Vorhies, D. W. (1998). An investigation of the factors leading to the development of marketing capabilities and organizational effectiveness. Journal of Strategic Marketing, 6(1), 3−23.
Vorhies, D. W., & Morgan, N. A. (2003). A configuration theory assessment of marketing organization fit with business strategy and its relationship with marketing performance. Journal of Marketing, 67(1), 100–115.
Vorhies, D. W., & Morgan, N. A. (2005). Benchmarking marketing capabilities for sustained competitive advantage. Journal of Marketing, 69(1), 80–94.
Vuksic, V. B., Bach, M. P., & Popovic A. (2013). Supporting performance management with business process management and business intelligence: A case analysis of integration and orchestration. International Journal of Information Management, 33, 613-619.
Webster, F. E., Jr. (1992). The Changing Role of Marketing in the Corporation. Journal of Marketing, 56(4), 1-17.
Wieder, B., & Ossimitz, M. L. (2015). The impact of Business Intelligence on the quality of decision making-a mediation model. Procedia Computer Science, 64, 1163 – 1171.
Wu, I. and Chen, J. (2014). Knowledge management driven firm performance: the roles of business process capabilities and organizational learning. Journal of Knowledge Management, 18(6), 1141-1164.
Xia, B. S., & Gong, P. (2014). Review of business intelligence through data analysis. Benchmarking: An International Journal, 21, 300–311.
Yang, J. (2009). Marketing Assets, marketing capabilities and shareholder value: an empirical analysis of asset endowments and utilization. University of Massachusetts.
Zeithaml, V. A., Varadarajan, P., & Zeithaml, C. P. (1988). The Contingency Approach: Its Foundations and Relevance to Theory Building and Research in Marketing. European Journal of Marketing. 22(7), 37-64.
Zhang, X., & Xu, B. (2018). Know to grow: the role of knowledge integration in marketing dynamic capabilities, Chinese Management Studies, 10.1108/CMS-12-2016-0239.
Zhao, L., Huo, B., Sun, L., & Zhao, X. (2012). The impact of supply chain risk on supply chain integration and company performance: a global investigation. Supply Chain Management: An International Journal, 18(2), 115–131.
Zhao, X., Huo, B., Flynn, B. B., & Yeung, J. H. Y. (2008). The impact of power and relationship commitment on the integration between manufacturers and customers in a supply chain. Journal of Operations Management, 26, 368–388.
Zukin, S., & DiMaggio, P. J. (1990). ‘Introduction’. In S. Zukin and P. J. DiMaggio (eds.), Structures of Capital: The Social Organization of the Economy. Cambridge University Press, Cambridge, UK.