Creativity, marketing innovation and marketing success: evidence from home decoration export businesses in Thailand.

• Author: Phong-inwong, Rapheephan

1. INTRODUCTION

   The capability of firm can be upgraded and create new project which the firm on marketing success in the fast-moving business environment open to global competition. However, firm focuses on the organizational resource and marketing innovation (product unique and difficult-to-replicate) (Teece, 2007). The need of customer change which firm will be aware of is that employees must create know-how and focus on team work (Dayan and Benedetto, 2010). Moreover, creativity is important to improve organizational so as to be sustainable by creativity which is charisma of human resource such as an idea or a new product (Larucial, 2009).

   Global economic situation in 2011 rates growth global economy that is Asia adaptation maximum. Accordingly, the globalization and technology change. In Asia, marketplace is turbulent such as in China, Japan and Thailand. Thus, firms will be active and aware of the resource base of firm for competitive advantage. Creativity is one of the techniques; it can enhance firms to meet objectives successfully. It refers to the criteria of issue to effectively create new products (Chang et al., 2010; Gong et al., 2009). The firm used creativity as a tool productivity and competitive advantage. Accordingly, creativity influences greatly success marketing such as quality of product and satisfaction of customers. However, marketing innovation is the one choice as strategy to support marketing success.

   Fundamental proposition of marketing success is that a firm 's marketing strategy has a positive effect on marketing innovation. Moreover, firms focus on collaboration more than on individuals. The employees use information coupling between functions as interaction more than one way communication (Teng et al., 1996). The business can apply dynamic capability and creativity of product for competitive advantage. The creativity has played a significant role in explaining and determining marketing success. In the current literature, there are three theories that studied. Firstly, dynamic capabilities theory is widely used as the theoretical foundation to describe firm adaptation for the processer that use the resource advantage to mach with environment as long term vision, marketing innovation and competitive diversity that firm can be flexible with the situations (Teece, 2007; Teece et al., 1997). Moreover, creativity is important for team work, especially between the teams that operated project and experiment of employees helpful to create to new process and new operation that is better than the past job. Moreover, there are many functions that in companies as team work can enhance the success of product (Troy et al., 2008). Secondly, creativity theory is helpful to describe dimensions of creativity as process-based creativity (Suh et al., 2010; Gong et al., 2009). Thirdly, most literature investigated many functions joined in the team and focus on the outcomes which increased detail team work that had activities and projects to development the best job (Ernst et al., 2010). Goal setting theory explained marketing success by team work will be of awareness outcome (Ye et al., 2007).

   As obviously seen, there are a large number of academic literatures that investigated on the effects of marketing innovation but only a few particularly examined the effects of creativity. Likewise, it is critical for organizations' survival and competitiveness and driven by the assumption that employee creativity is beneficial for work outcomes. Hence, the objective of this study is to investigate the influences of creativity on marketing success though marketing innovation as mediators. Therefore, the main of this study is to empirically examine the relationships among two dimensions of creativity, marketing success and marketing innovation. The key research questions are as follows : 1) how creativity is related to marketing innovation; 2) how creativity is related to marketing success; 3) how long-term vision moderates the relationships between creativity and marketing innovation and marketing success; and 4) how competitive diversity moderates the relationship between creativity and marketing innovation and marketing success.

   The remainder of this study is organized as follows: The first section delineates the theoretical foundation and reviews relevant literature in the area and streams of two dimensions of creativity, marketing innovation, long-term vision, competitive diversity and marketing success. The second describes the details of research methods, including data collection, measurement of the variables, reliability and validity, and statistic technique. Respectively, the third gives analysis results and discussion. The final summarizes the finding of the study and both theoretical and managerial contribution. Suggestions for future research of the paper are also presented.

2. LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT

   This study reviews theories to conceptually link to dynamic capability theory that refers to firm operated the process of firm in the rapidly environmental change and firm managed resource and employees agreeable with situation. However, dynamic capability is defined as the firm that uses resource advantage according to event and time (Eisenhardt and Martin, 2000). The article of Griffith et al., (2006) suggested that dynamic capability approach is a tool of entrepreneurial proclivity relative positive to market responsiveness. Likewise, Teece et at. (1997) find to dynamic capabilities helpful to organizational form that has increasing rent as resource- based advantage This research applies dynamic capability in long term vision and competitive diversity context to identify marketing success and marketing innovation (Blyler and Coff, 2003). On the other hand, goal setting theory refers to technique that firm used to impetus the employees work hard and increasingly effectively of work (Mayer and Gellatly, 1988). For example, firm provides the difficult project and targeting difficult. Thus, the employee will try better than the past project. Moreover, the results of work may be better than the ones. Therefore, in this case, goal setting theory influences marketing success. However, creativity theory refers to new idea or generation of novel and new project to successful job (Gong et at., 2009). This research applies creativity theory in the dimension of creativity as process-based creativity and outcome-based creativity that both shared knowledge of team work and team members as awareness of the effective work (Zhao et al., 2010).

   This study challenges to conceptually link creativity that is having process-based creativity and outcome-base creativity as a main determinant of driving from marketing success through mediating marketing innovation. Moreover, the long-term vision is moderating between creativity and marketing innovation. Therefore, the competitive diversity is moderating between marketing innovating and marketing success. In this study, we purpose that all constructs are positive . Thus, the conceptual and linkage model presents the relationships among all constructs, as shown in Figure 1.

   [FIGURE 1 OMITTED]

   Interestingly, firm focuses on information coupling and employees are changing information among different functions (team project, teamwork, marketing, and sales). In addition, the role of human resource as team work is essential to new idea, new product, quality product, innovation and know-how (Nguyen and Shanks, 2009; Dewett and Gruys, 2007). Hence, creativity is the important choice factor related to all achieved. Besides, marketing innovation is firm ability to provide effective marketing as product innovation, quality service, and improve technology to create new product for sustained competitive advantage (Spacapan and Bastic, 2007; Branzei and Vertinsky, 2006; Simpson et al., 2006). Also, long-term vision is the framework that firm organized project, product, suppliers, and satisfaction customer for short- and long-term (Hausman and Stock, 2003). Further, competitive diversity helps firm develop productivity. Therefore, creativity and marketing innovation relationship positively enhance marketing success and, thus, including the long-term vision and competitive diversity as a moderator in this study.

   3.1 Creativity

   Creativity refers to the generation of novel, useful idea, and employees' ability to create new practical ideas (Gong et al., 2009; Shin and Zhou, 2003). In addition, individual creativity as the employee can be an ultimate source of any new idea and generation innovation which is consistent (Gumusluoglu and Ilsev, 2009). The result of creativity was success product which was accepted by customer context (Suh et al., 2010). On the other hand, the creativity has three dimensions: creativity elements, creativity levels and creativity loci (Nguyen and Shanks, 2009). Likewise, Mainenelis (2010) suggests that creativity refers to the outcome that generates new idea such as new products and services. Creativity plays an important role in new product development and creativity consist three techniques: brainstorming, visual confrontation, morphological techniques .For example team project changes idea and solves experiment, ability to create unique idea (Folley et al., 2003; Hsiao and Chou, 2004). Mainemelis (2010) finds that creativity has two dimensions: creative process and creative product. Therefore, this study focuses on creativity according to the literature has two dimensions: process-based creativity and outcome-based creativity (Suh et al, 2010).

   Process-based creativity. This is the first dimension of the process-based creativity. It refers to an activity to brainstorming, an analysis environment, generating idea and identifying problem. In addition, this dimension will be an experiment and discovery of new idea that is the choice for efficiency practices (Nguyen and Shanks, 2009; Bellman et al., 2003). Also, process-based...