UB Paderborn / Katalog / Suche / in CDI

Closing the Marketing Capabilities Gap

Journal of marketing, 2011-07, Vol.75 (4), p.183-195

Day, George S.

2011

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Organizing for Marketing Excellence

Journal of marketing, 2016-11, Vol.80 (6), p.6-35

2016

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Integrating organizational networks, weak signals, strategic radars and scenario planning

Technological forecasting & social change, 2013-05, Vol.80 (4), p.815-824

2013

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The Path to Customer Centricity

Journal of service research : JSR, 2006-11, Vol.9 (2), p.113-124

2006

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An outside-in approach to resource-based theories

Journal of the Academy of Marketing Science, 2014, Vol.42 (1), p.27-28

Day, George S.

2014

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Capturing innovation opportunities: Learning from growth leaders

The Journal of product innovation management, 2024-07, Vol.41 (4), p.724-734

Day, George S.

2024

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Accelerating growth with strategic innovation: Putting market driving into context

Industrial marketing management, 2023-08, Vol.113, p.341-344

Day, George S.

2023

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Changing the Work of Innovation: A Systems Approach

California management review, 2020-11, Vol.63 (1), p.41-60

2020

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Adapting to Fast-Changing Markets and Technologies

California management review, 2016-08, Vol.58 (4), p.59-77

2016

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Driving Through the Fog: Managing at the Edge

Long range planning, 2004-04, Vol.37 (2), p.127-142

2004

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Overcoming the preparedness paradox: five initiatives to ready businesses for an uncertain future disruption

Strategy & leadership, 2022-09, Vol.50 (5), p.9-14

2022

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Crafting novel, meaningful, potent marketing insights

Strategy & leadership, 2019-06, Vol.47 (3), p.49-50

Day, George S

2019

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How vigilant leaders prepare for a turbulent future

Strategy & leadership, 2021-03, Vol.49 (1), p.32-37

2021

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How Vigilant Companies Gain an Edge in Turbulent Times

MIT Sloan management review, 2020-01, Vol.61 (2), p.57-64

2020

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Innovating how innovation works at Procter & Gamble

Strategy & leadership, 2021-12, Vol.49 (6), p.2-8

2021

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The Capabilities of Market-Driven Organizations

Journal of marketing, 1994-10, Vol.58 (4), p.37

Day, George S.

1994

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Avoiding the Pitfalls of Emerging Technologies

California management review, 2000, Vol.42 (2), p.8-33

2000

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Managing Market Relationships

Journal of the Academy of Marketing Science, 2000, Vol.28 (1), p.24-30

Day, George S

2000

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Aligning the Organization with the Market

MIT Sloan management review, 2006-09, Vol.48 (1), p.41

Day, George S

2006

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Converting strategic ambiguity to competitive advantage: How Philips Lighting solved the challenge of LED technology disruption

Strategy & leadership, 2020-03, Vol.48 (2), p.10-17

2020

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How to Make Sense of Weak Signals

MIT Sloan management review, 2009-04, Vol.50 (3), p.81

2009

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Surfing temporary competitive advantage – the new competence

Strategy & leadership, 2013-11, Vol.41 (6)

Day, George S.

2013

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Continuous Learning About Markets

California management review, 1994-07, Vol.36 (4), p.9-31

Day, George S.

1994

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Managing the market learning process

The Journal of business & industrial marketing, 2002-07, Vol.17 (4), p.240-252

Day, George S

2002

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Shakeouts in Digital Markets: Lessons from B2B Exchanges

California management review, 2003, Vol.45 (2), p.131-150

2003

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Closing the Marketing Capabilities Gap

Organizing for Marketing Excellence

Integrating organizational networks, weak signals, strategic radars and scenario planning

The Path to Customer Centricity

An outside-in approach to resource-based theories

Capturing innovation opportunities: Learning from growth leaders

Accelerating growth with strategic innovation: Putting market driving into context

Changing the Work of Innovation: A Systems Approach

Adapting to Fast-Changing Markets and Technologies

Driving Through the Fog: Managing at the Edge

Overcoming the preparedness paradox: five initiatives to ready businesses for an uncertain future disruption

Crafting novel, meaningful, potent marketing insights

How vigilant leaders prepare for a turbulent future

How Vigilant Companies Gain an Edge in Turbulent Times

Innovating how innovation works at Procter & Gamble

The Capabilities of Market-Driven Organizations

Avoiding the Pitfalls of Emerging Technologies

Managing Market Relationships

Aligning the Organization with the Market

Converting strategic ambiguity to competitive advantage: How Philips Lighting solved the challenge of LED technology disruption

How to Make Sense of Weak Signals

Surfing temporary competitive advantage – the new competence

Continuous Learning About Markets

Managing the market learning process

Shakeouts in Digital Markets: Lessons from B2B Exchanges

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