The interplay between key marketing and supply chain management capabilities: the role of integrative mechanisms

Abstract

PurposeThis paper aims to identify key marketing and supply chain management-related (supply chain management – SCM) capabilities and explore the nature of the linkages between these specific capabilities as shaped by the integrative mechanisms adopted by firms.Design/methodology/approachBased on the findings from dyadic interviews with 26 marketing and SCM executives from business-to-business firms, the authors develop an empirically grounded conceptual framework.FindingsThe authors identify innovativeness and market learning capability as key marketing capabilities and supply chain agility and relational capability as key SCM capabilities. The authors find that relationships between these strategic marketing and SCM capabilities follow a specific pattern. The authors also find that the application of unique integrative mechanisms can cultivate the potential tandem between marketing and SCM capabilities.Research limitations/implicationsThe study informs theory with regard to two key areas: relationships among key marketing and SCM capabilities and integrative mechanisms that shape the underlying mechanisms of capability relationships.Practical implicationsApplication of organizational dynamics to key marketing and SCM provides a more nuanced understanding of the linkages among such capabilities. A better understanding and application of integrative mechanisms may help managers to develop better tools and means to bundle their key marketing and SCM capabilities effectively.Originality/valueThe qualitative and exploratory nature of the paper will be of significant interest to managers who would like to achieve greater synergy between marketing and SCM capabilities.