TY - JOUR
T1 - The impact of dynamic capabilities on operational marketing and technological capabilities
T2 - investigating the role of environmental turbulence
AU - Wilden, Ralf
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
UR - http://www.scopus.com/inward/record.url?scp=84894692780&partnerID=8YFLogxK
U2 - 10.1007/s11747-014-0380-y
DO - 10.1007/s11747-014-0380-y
M3 - Article
AN - SCOPUS:84894692780
SN - 0092-0703
VL - 43
SP - 181
EP - 199
JO - Journal of the Academy of Marketing Science
JF - Journal of the Academy of Marketing Science
IS - 2
ER -