Spiros Gounaris
My first experience with the Department of Marketing was actually as a PGT student back in 1989 when I studied for the MSc in Marketing degree. That was an amazing experience, which become one of the three pillars for my future career. Family reasons prevented me for continuing my studies with SBS back then, but life had it for me to return as a member of staff in 2012. In 2013 I was promoted to Full Professor. In addition to my teaching and research activities, I have served the Department during these years in different ways, including for instance through managerial responsibilities and roles, developing and launching the only -so far- interdisciplinary PGT program the Departments offers and the organising of a major international conference for the European Marketing Academy with 900+ delegates attending. I am passionate about Marketing Management, which I see as an applied field of social sciences. I am keen to work with companies and helping managers meet marketing challenges and all my research projects always come with strong and important implications for practitioners. This combination allows me to then pass on this experience in the classroom and help students understand what the management of the marketing effort is really about.
Gounaris S., Chryssochoidis G. & Boukis A. (2020) “Internal market orientation adoption and new service development (NSD): gearing up the internal performance of NSD teams”, European Journal of Marketing, Vol. 54 No. 7
In this paper we report on the impact of perceived resource adequacy (PRA) and competence (PRC) on new service development (NSD) teams’ internal performance (IP). This study aimed to explore the indirect effect of internal market orientation (IMO) adoption, as a dynamic capability, on both PRA and PRC through the shaping of the emerging dynamics within NSD teams. Using a hierarchical research design, we took a meso-theory approach to test a path-analytic framework against 116 NSD managers (offering data at the macro- or organisational level) and 543 NSD team members (offering data at the micro- or team level).
The analysis showed IMO adoption to be an important dynamic capability that allows management to transform the mindset of employees, even if they do not directly interact with customers. In NSD efforts, this reflects on the team’s perceptions of the adequacy of the resources they have to deliver the project through the managerial interventions at the team level, which (mainly) explains the team’s IP.
For practitioners, the findings we reported demonstrate that adopting an IMO allows the development of a dynamic capability that carries wider benefits for the service organisation, as this has positive implications not just for frontline employees. Specifically, NSD efforts are likely to become more resource-efficient as a result of IMO adoption because of the interventions of management during the development effort.
Professor Spiros Gounaris
Department of Marketing
