The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence

Ralf Wilden; Siegfried P. Gudergan

doi:10.1007/s11747-014-0380-y

The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence

Ralf Wilden^*
, Siegfried P. Gudergan

^*Corresponding author for this work

Not published at Aalto University

University of Newcastle

Research output: Contribution to journal › Article › Scientific › peer-review

542 Citations (Scopus)

Abstract

Marketing and technological capabilities are primary drivers of a firm’s performance and thus of central interest to managers. Yet the way in which these two capabilities align with changing environments to secure superior performance remains unclear. Drawing on the dynamic capability view and data from a survey of 228 firms, this study proposes a model of how frequent dynamic capability utilization, assessed through its underlying processes of sensing and reconfiguring, relates to marketing and technological capabilities, as well as how market, technological, and competitor turbulence might affect these relationships. The results show that frequent sensing and reconfiguring have stronger positive effects in environments characterized by high competitor turbulence; however, frequent sensing can have negative relationships with marketing and technological capabilities in stable environments. Furthermore, marketing capabilities are positively associated with firm performance in highly competitive environments, whereas technological capabilities enhance performance in stable competitive environments.

Original language	English
Pages (from-to)	181-199
Number of pages	19
Journal	Journal of the Academy of Marketing Science
Volume	43
Issue number	2
DOIs	https://doi.org/10.1007/s11747-014-0380-y
Publication status	Published - Mar 2014
MoE publication type	A1 Journal article-refereed

Funding

We would like to thank the four anonymous reviewers as well as the editor for their constructive comments. We particularly acknowledge Ian Lings, Christine Eckert, and Christian Ringle for their valuable and constructive comments on earlier drafts of this paper. We would also like to acknowledge the support of the Australian Research Council (LP0882944).

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

SDG 9 Industry, Innovation, and Infrastructure

Keywords

Dynamic capability
Environmental turbulence
FIMIX-PLS
Market sensing
Marketing capabilities
Partial least squares
Reconfiguring
Technological capabilities

Access to Document

10.1007/s11747-014-0380-y

Cite this

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title = "The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence",

abstract = "Marketing and technological capabilities are primary drivers of a firm{\textquoteright}s performance and thus of central interest to managers. Yet the way in which these two capabilities align with changing environments to secure superior performance remains unclear. Drawing on the dynamic capability view and data from a survey of 228 firms, this study proposes a model of how frequent dynamic capability utilization, assessed through its underlying processes of sensing and reconfiguring, relates to marketing and technological capabilities, as well as how market, technological, and competitor turbulence might affect these relationships. The results show that frequent sensing and reconfiguring have stronger positive effects in environments characterized by high competitor turbulence; however, frequent sensing can have negative relationships with marketing and technological capabilities in stable environments. Furthermore, marketing capabilities are positively associated with firm performance in highly competitive environments, whereas technological capabilities enhance performance in stable competitive environments.",

keywords = "Dynamic capability, Environmental turbulence, FIMIX-PLS, Market sensing, Marketing capabilities, Partial least squares, Reconfiguring, Technological capabilities",

author = "Ralf Wilden and Gudergan, \{Siegfried P.\}",

note = "Funding Information: We would like to thank the four anonymous reviewers as well as the editor for their constructive comments. We particularly acknowledge Ian Lings, Christine Eckert, and Christian Ringle for their valuable and constructive comments on earlier drafts of this paper. We would also like to acknowledge the support of the Australian Research Council (LP0882944). Publisher Copyright: {\textcopyright} 2014, Academy of Marketing Science.",

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doi = "10.1007/s11747-014-0380-y",

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AU - Gudergan, Siegfried P.

N1 - Funding Information: We would like to thank the four anonymous reviewers as well as the editor for their constructive comments. We particularly acknowledge Ian Lings, Christine Eckert, and Christian Ringle for their valuable and constructive comments on earlier drafts of this paper. We would also like to acknowledge the support of the Australian Research Council (LP0882944). Publisher Copyright: © 2014, Academy of Marketing Science.

PY - 2014/3

Y1 - 2014/3

N2 - Marketing and technological capabilities are primary drivers of a firm’s performance and thus of central interest to managers. Yet the way in which these two capabilities align with changing environments to secure superior performance remains unclear. Drawing on the dynamic capability view and data from a survey of 228 firms, this study proposes a model of how frequent dynamic capability utilization, assessed through its underlying processes of sensing and reconfiguring, relates to marketing and technological capabilities, as well as how market, technological, and competitor turbulence might affect these relationships. The results show that frequent sensing and reconfiguring have stronger positive effects in environments characterized by high competitor turbulence; however, frequent sensing can have negative relationships with marketing and technological capabilities in stable environments. Furthermore, marketing capabilities are positively associated with firm performance in highly competitive environments, whereas technological capabilities enhance performance in stable competitive environments.

AB - Marketing and technological capabilities are primary drivers of a firm’s performance and thus of central interest to managers. Yet the way in which these two capabilities align with changing environments to secure superior performance remains unclear. Drawing on the dynamic capability view and data from a survey of 228 firms, this study proposes a model of how frequent dynamic capability utilization, assessed through its underlying processes of sensing and reconfiguring, relates to marketing and technological capabilities, as well as how market, technological, and competitor turbulence might affect these relationships. The results show that frequent sensing and reconfiguring have stronger positive effects in environments characterized by high competitor turbulence; however, frequent sensing can have negative relationships with marketing and technological capabilities in stable environments. Furthermore, marketing capabilities are positively associated with firm performance in highly competitive environments, whereas technological capabilities enhance performance in stable competitive environments.

KW - Dynamic capability

KW - Environmental turbulence

KW - FIMIX-PLS

KW - Market sensing

KW - Marketing capabilities

KW - Partial least squares

KW - Reconfiguring

KW - Technological capabilities

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The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence

Abstract

Funding

UN SDGs

Keywords

Access to Document

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