Dynamic Marketing Capabilities Research Articles

The Power of Dynamic Marketing Capability in Lao SMES: The Roles of Innovation and Entrepreneurial Capability

Introduction: This quantitative study investigates the dynamic marketing capabilities of small and medium enterprises (SMEs) in Lao PDR, using the resource-based view theory (RBV) and the dynamic marketing capability theory (DMC) as theoretical frameworks. Methods: Data were collected through questionnaires distributed to 367 entrepreneurs in Vientiane, Savannakhet, and Champasack provinces. Structural Equation Modeling analysis was conducted using the SMART PLS 4.0 software. Results: Findings reveal that entrepreneurial capabilities and innovative abilities significantly influence the development of dynamic marketing capabilities among Lao SMEs. Dynamic marketing capabilities positively affected both marketing and firm performance. Discussion: The findings emphasize the importance of nurturing dynamic marketing capabilities for SMEs in Lao PDR. Environmental dynamism and government support examine the moderating role of external factors’ impact on SMEs' adaptability. Conclusion: This study underscores the significance of DMC for SMEs in enhancing organizational efficiency and profitability in Lao PDR. The findings can serve as a guideline for businesses and policymakers to navigate the complexities of the local business landscape.

The Effect of Dynamic Marketing Capabilities on Organizational Reputation: An Analytical Research in General Company Diyala

The current research aims to determine the extent of the impact of dynamic marketing capabilities in its dimensions (product development, market knowledge, customer relationship management) as an explanatory variable on organizational reputation in its dimensions (social responsibility, service quality, creativity) as a response variable to arrive at appropriate mechanisms that enable General Diyala Company By exploiting its dynamic marketing capabilities to achieve its organizational reputation. For this purpose, several hypotheses formulated, the most important of which is finding the influence relationship. To test the research hypotheses, the researcher chose Diyala Company, and relied on the descriptive-analytical method. Data collected from various levels of management and departments. The data included managers, agents, marketing, media, communications, and relations departments. The sample number was (115) individuals, and the questionnaire was relied upon to collect data, in addition to the researcher's use of personal interviews with the company's general manager and department managers to enhance the questionnaire's results. The researcher relied on SPSS, Amos, and Excel programs to process and analyze the questionnaires. He also used descriptive statistics methods (arithmetic mean, standard deviation, coefficient of variation, coefficient of determination, R2, relative importance), and the most prominent conclusions were the interest in creative people and the adoption of rules and instructions that suit their needs and skills, which reflects a strategic vision to support and encourage creativity within the company. Research paper.

Breaking Barriers: How Do the Marketing Capabilities of Emerging-Market Micro-Multinationals Drive Social Innovation?

AbstractDespite the increasing importance of social innovation, research seeking to illuminate how firms engage in social innovation in emerging markets is limited. Utilizing survey data from 143 Pakistani micro-multinational firms operating in other emerging markets, this study examined how these firms undertook social innovation practices in host emerging markets. The findings indicate that the social innovation practices of these firms in host emerging markets are influenced by dynamic marketing capabilities. Furthermore, this influence is mediated by social embeddedness in the host market. Moreover, this mediated influence is positively moderated by a socially supportive culture of the host market. The impact of marketing capabilities on value creation in host emerging markets involves the serial mediation of social embeddedness and social innovation practices. The study demonstrates how resource-constrained emerging-market micro-multinational firms can generate value in host emerging markets, thereby validating the efficacy of dynamic marketing capabilities in the context of social innovation in emerging markets. The study also discusses practical and policy implications.

International dynamic marketing capabilities: developments and a research agenda

PurposeIn this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.Design/methodology/approachThis is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.FindingsExisting typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.Originality/valueThis paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.

The impact of dynamic marketing capabilities on startup performance: A case of business incubators in Jordan

Dynamic marketing capabilities provide startups with the platform and market knowledge that entitle them to achieve their goals and survive the competition. The study aims to examine the impact of dynamic marketing capabilities dimensions on startups’ performance in Jordan. This quantitative study employs a questionnaire to solicit answers from respondents who are the incubates that use business incubator services. A total of 302 entrepreneurs from different incubator centers in Jordan participated in the online survey. Using the SmartPLS program version 4, structural equation modeling (PLS-SEM) was used to examine the study model. The findings indicate that startup performance is significantly impacted by dynamic marketing capabilities (β = 0.937, t = 127.2, p = >0.00). Concerning absorptive capacity, both dimensions revealed a significant impact on startup performance: potential absorptive capacity (β = 0.251, t = 7.932, p > 0.000) and realized absorptive capacity (β = 0.177, t = 5.409, p > 0.000). For knowledge management, the results for knowledge acquisition were β = 0.360, t = 11.089, p = >0.000, for knowledge dissemination, β = 0.102, t = 2.367, p = >0.018, and for responsiveness to knowledge β = 0.318, t = 6.852, p = >0.000.

Dynamic capabilities in times of economic crisis. A vision of success in international markets

The aim of this paper is to determine the degree of influence and mediation of dynamic marketing, innovation and learning capabilities on the international performance of companies during economic crises. The analysis is developed through structured surveys of a multisectoral sample of 145 Spanish companies, using a consistent PLS approach (PLSc) for its development. The dynamic approach is developed through a methodology based on a dual time perspective in the firms' response, capturing the variation produced in the data. Dynamic marketing capabilities emerge as the most important variable, both for its direct influence on firm performance, as well as for its mediating power concerning the rest of the dynamic capabilities, which are not directly significant regarding performance. Therefore, we observe a joint effect, both direct and indirect, on dynamic marketing capabilities. The research contributes to the research field by introducing the management of dynamic capabilities and their relationships in an environment scarcely analyzed in this sense, such as that of a deep economic recession, thus helping the development of future theoretical frameworks within the Theory of Dynamic Capabilities and improving business decision-making regarding the reorganization of factors, raising awareness of the need to be oriented toward a culture of dynamic capabilities, as well as toward a correct balance in the management of resources determined by the model's capabilities.

Firm AI Adoption Intensity and Marketing Performance

ABSTRACT This study delves into a firm’s artificial intelligence (AI) adoption intensity, exploring both its antecedents and consequences. The authors posit that technological opportunism, top management support, and normative pressure are the primary drivers behind a firm’s AI adoption intensity. Adopting a dynamic capabilities perspective, they further suggest that high AI adoption intensity enhances a firm’s marketing performance by boosting its dynamic marketing capabilities. Drawing on data from 226 valid responses provided by marketing managers, product managers, and brand managers, the research reveals that increased AI adoption intensity significantly improves a firm’s marketing performance, empowering it with enhanced marketing capabilities to adapt dynamically to the ever-changing market landscape.

Exploring the Coupling Relationship Between Dynamic Marketing Capability, Strategic Information Management, and International Startup Performance

The ever-changing environment in a highly competitive marketplace presents unlimited business opportunities and endless challenges for international startups. To explore the coupled relationship between dynamic marketing capabilities, strategic information management, and international startup performance. For the first time, this study adopts a dynamic analysis and survey methodology and establishes a scoring and analysis model under a dynamic system. A questionnaire study with real data was conducted through 500 international startups in Hebei, China, and the data were processed and analyzed with the help of analytical software. The study discusses the coupling relationship between dynamic marketing capability, strategic information management capability, and enterprise performance, and reveals the intrinsic influence law of the three from multiple dimensions. Specifically, the three dimensions of dynamic marketing capabilities, namely, market knowledge management capabilities, interface synergy capabilities, and customer relationship management capabilities, can all positively affect the performance of enterprises, only the overall effect of the three dimensions on the performance is different, in which the market knowledge management capabilities can significantly improve the performance of enterprises. The strategic information management innovation of internationalized startups has a mediating effect between dynamic marketing capabilities and corporate performance, playing an indirect positive feedback role. The above study contributes to the future marketing management and performance improvement of internationalized startups.

Achieving market performance via industry 4.0 enabled dynamic marketing capability, sustainable human resource management, and circular product design

Business-to-business (B2B) firms are striving to sustain market growth and share in dynamic marketing environment with an increasing need to protect natural resources in era of sustainability and industry 4.0. Although many firms have adapted industry 4.0 technologies, circular economy and sustainability practices in their business activities, but to sustain market growth is still a challenge. They need dynamic capabilities to face the current dynamic market instead of just resources and their capabilities. This study empirically examines whether Industry 4.0-enabled dynamic marketing capabilities and sustainable human resource management (SHRM) can enable firms to implement circular product design strategies and further improve market performance. The proposed framework is based on a dynamic capability view (DCV) and tested by structural equation modeling using survey data from 424 Indian B2B manufacturing firms. The findings show that SHRM promotes Industry 4.0-enabled dynamic marketing capabilities (IDMC); IDMC and SHRM both support implementation of circular product design strategies. Circular product design is supposed to facilitate IDMC to expand market performance. But, IDMC alone is also enough to significantly enhance market performance, despite the combined positive effect of circular product design and SHRM on market performance. These findings contribute to better understanding on what type of dynamic capabilities of organizational resources should be developed and utilized to improve market performance. The study helps firms to develop dynamic marketing capabilities such as circular product design strategies, SHRM and IDMC for helping them in improving market performance while also growing sustainably.

International dynamic marketing capabilities and international performance during the pandemic: a study of export manufacturers from Poland

PurposeThis paper contributes to studies on the relationship between dynamic capabilities (DCs) and performance by showing how domain-specific DCs – international dynamic marketing capabilities (IDMCs) – affect the international performance of exporting firms in the context of extreme environmental dynamism – during the COVID-19 pandemic.Design/methodology/approachThe authors focus on a sample of 277 exporting manufacturers from the post-transition economy of Poland. The authors use hierarchical multiple regression analysis to test this study's hypotheses.FindingsThis study's findings show that deployment of IDMCs by export manufacturers in the context of environmental jolts contributes to better performance, and this relationship is mediated by adaptation to foreign markets and product development capability. Additionally, this study's results reveal that the significant and positive indirect effect of IDMCs on international performance (through mediators) is, however, weakened under conditions of extreme environmental dynamism.Research limitations/implicationsThe limitations pertain to the cross-sectional nature of this study and the research sample, characterised by the dominance of export manufacturers of final products, the dominance of manufacturers operating in the business-to-business sector, or in the business-to-business and business-to-customer sectors simultaneously.Practical implicationsThe study provides suggestions to managers on how to build resilience in international markets during turbulent times. These activities involve investments in IDMCs that support activities centred around product development and adaptation to foreign markets.Originality/valueThe novel construct of IDMCs is introduced and operationalized. The study empirically tests the direct and indirect relationship between IDMCs and performance contingent upon extreme environmental dynamism. The results demonstrate the boundary conditions for the effectiveness of these domain-specific DCs in such a research setting.

Innovation and commercialisation: the role of the international dynamic marketing capability in Malaysian international entrepreneurial firms

PurposeThis study aims to investigate how international entrepreneurial firms (IEFs) successfully commercialise innovative products/services internationally. In doing so, the authors examined the role played by the international dynamic marketing capability (IDMC) in the relationship between explorative and exploitative innovation and commercialisation. In addition, the authors also evaluated how the breadth and depth of international networks facilitate IEFs in upholding the effects of the IDMC to influence commercialisation.Design/methodology/approachTo test the research model, structural equation modelling is used based on time-lagged survey data drawn from 201 Malaysian IEFs. To validate the results, additional robustness tests and endogeneity analyses have been performed.FindingsThe findings show that the IDMC positively mediates the relationship between explorative and exploitative innovation and commercialisation. Furthermore, the finding exhibits that the effects of the IDMC on commercialisation are positively moderated by the breadth and depth of international networks.Originality/valueGiven the fragmented and general nature of the extant marketing research on the IDMC, the study contributes to the international marketing literature by providing rich and nuanced pertinent knowledge. This study advances dynamic capability theory in relation to IEFs by establishing the IDMC as a functional capability suited to enable them to successfully commercialise the products/services resulting from explorative and exploitative innovation.

Systematic review of international marketing capabilities in dynamic capabilities view – calibrating research on international dynamic marketing capabilities

PurposeThis study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of this study is to increase the chances for more conceptual and terminological rigor in future research in this particular research area.Design/methodology/approachThis is a systematic literature review following the established review process of reviews in leading (international) marketing journals. A multilevel analytical approach was adopted, combining inductive coding with deductive coding and following the logic of antecedents-phenomena-consequences.FindingsSynthesis of 20 rigorously selected previous empirical studies on IMCs applying DCV reveals that academic interest in these capabilities is well justified and growing and there are some well researched antecedents to focal capabilities (e.g. inter-organizational capabilities, outside-in market orientation) as well as their prevalent consequences (e.g. export and innovation performance). There is little knowledge of moderators to these links, especially with regard to consequences. This review illustrates that the current research lacks consistency in how key constructs are defined and measured, provides the guide to future conceptualization and measurement of so-called International Dynamic Marketing Capabilities (IDMCs) and proposes some concrete research directions.Originality/valueThe authors extend prior research in the investigated topic by critically evaluating prior works, providing improved conceptualization of IDMCs as well as concrete research agenda for IDMCs structured along recommendations for Theory, Context and Methods (TCM framework).

The Mediating Effect of Dynamic Marketing Capabilities on the Relationship Between Customer Knowledge Management and Organizational Innovation

Today’s competitive business environment has made organizational innovation (OI) a central strategy for most firms. Not only does OI lead to obtaining new customers and market segments but it also enables firms to develop a reputation for being innovative. To ensure a sustained level of OI, firms need to enhance their customer knowledge management (CKM) as well as their dynamic marketing capabilities (DMCs). This study focuses on investigating the mediating effect of DMCs on the relationship between CKM and OI. To this end, a set of hypotheses were developed to analyse these relationships employing structural equation modelling. The data were collected from a total of 242 top management of firms in the pharmaceutical and healthcare industries in Jordan. The findings showed that knowledge for customer and knowledge about customer had strong and positive effects on the OI levels of the firms considered in this study. It was also revealed that knowledge from customer has no significant effect on OI. Moreover, the results indicated that DMCs have a mediating effect on the relationship between CKM and OI.

How can companies boost legitimacy in international markets? A dynamic marketing capabilities approach

PurposeForeign markets possess different characteristics to domestic ones; this means that dynamic marketing capabilities (DMCs) should be adjusted. This paper aims to understand how these DMCs enable firms to achieve greater legitimacy in international markets.Design/methodology/approachThis research uses a qualitative approach based on in-depth interviews in collaboration with an association of exporting firms.FindingsFindings suggest five areas of DMCs to improve organizational legitimacy overseas: flexibility, relationship management, local market sensitivity, anticipation and exemplariness. Those capabilities should be combined and will play a different role depending on the implementation phase of the external company. Resource allocation and capability development should follow an integrative approach emphasizing proximity, adaptability, alliances, engagement and credibility to reach differentiation in foreign markets.Originality/valueThe originality is mainly focused on the cohabitation and strong synergies between DMCs and legitimacy. This aspect is particularly relevant because legitimized companies have higher levels of survival, which is fundamental in the international venture.

Antecedent Energizing Profesional Networks And Marketing Performance Fashion Industry: Conceptual Framworks And Research Proposition

Many studies on the connection between an entrepreneurial mindset and business performance were conducted in the preceding year. As a result, this study puts forth a fresh notion that sets it apart from the competition: the necessity of professional networks for reviving the link between entrepreneurial orientation and marketing efficiency. This study seeks to understand the relationships between three dimensions of entrepreneurial orientation—being proactive, taking risks, and being innovative and the marketing success and thriving professional networks of Indonesian fashion SMEs. The process's output is the energization of professional networks based on a synthesis of the theories of dynamic marketing capabilities and achievement goals. A single informant survey of Fashion SMEs owners in the relevant domain using structural equation modeling (SEM) and a moderator test is the suggested methodology for testing the proposed model. While the study's statistical population including all business owners of Indonesian fashion SMEs. Purposive sampling was employed in this investigation, with a sample size of 250 respondents. All respondents received questionnaires, which were then used as the primary data collection tool. The paper finishes with recommendations and lines of inquiry for additional study.

Engagement In Virtual Communities As Dynamic Marketing Capability of Cultural Organisation Dimensions And Determinants

Cultural organisations operate on a highly competitive market of goods that meet the needs of the leisure society. This leads to the necessity to search for creative forms of communication and engagement to stand out and attract visitors and spectators attention to the cultural institutions offer. The article presents the concept of dynamic marketing capabilities as the theoretical background for cultural organisation virtual community creation. The paper presents dimensions and determinants of cultural organisation engagement in virtual communities.

Key influencing factors for the success of external innovation strategies in the biotechnology industry

PurposeNumerous biotechnology and pharmaceutical firms have undergone considerable changes and adapted to the challenge of developing sustainable products and services. However, few studies have explored the factors that contribute to the success of external innovation and value co-creation strategies adopted by biotechnology and pharmaceutical firms. The purpose of this study is to examine how biotechnology and pharmaceutical industries use value co-creation strategies to obtain external resources.Design/methodology/approachThis study developed a conceptual framework based on the relevant literature. The study applied a resource-based approach, dynamic capability theory and a qualitative multiple-case study design to investigate several research questions; semi-structured interviews were conducted with representatives from 11 biotechnology/pharmaceutical firms in Taiwan, and the data extracted from the interview content were axially coded.FindingsThis study revealed that factors such as dynamic marketing capabilities and process optimization contributed to the success of the aforementioned strategies; several propositions were also developed on the basis of the literature review and coded data, thereby providing insights regarding the relative efficacy and propriety of various external innovation and value co-creation strategies and models in various situations and contexts. Firms and technology providers might enter a technology licensing agreement, establish a joint venture company; participate in a merger/acquisition depending on their size, research and development capabilities; or goals and time- and cost-related factors.Originality/valueThe main original contributions of this study are the proposed conceptual framework and the insights provided regarding the relative efficacy and propriety of different external innovation and value co-creation strategies and models in different situations and contexts.

Growth hacking and international dynamic marketing capabilities: a conceptual framework and research propositions

PurposeFew studies have conceptualized how companies can build and nurture international dynamic marketing capabilities (IDMCs) by implementing growth hacking strategies. This paper conceptualizes growth hacking, a managerial-born process to embed a data-driven mind-set in marketing decision-making that combines big-data analysis and continuous learning, allowing companies to adapt their dynamic capabilities to the ever-shifting international competitive arenas.Design/methodology/approachGiven the scarcity of studies on growth hacking, this paper conceptualizes this managerial-born concept through the double theoretical lenses of IDMCs and information technology (IT) literature.FindingsThe authors put forward research propositions concerning the four phases of growth hacking and the related capabilities and routines developed by companies to deal with international markets. Additional novel propositions are also developed based on the three critical dimensions of growth hacking: big data analytics, digital marketing and coding and automation.Research limitations/implicationsLack of prior conceptualization as well as the scant literature makes this study liable to some limitations. However, the propositions developed should encourage researchers to develop both empirical and theoretical studies on this managerial-born concept.Practical implicationsThis study develops a detailed compendium for managers who want to implement growth hacking within their companies but have failed to identify the necessary capabilities and resources.Originality/valueThe study presents a theoretical approach and develops a set of propositions on a novel phenomenon, observed mainly in managerial practice. Hence, this study could stimulate researchers to deepen the phenomenon and empirically validate the propositions.

Exploring the impact of dynamic talent management capability on competitive performance: The mediating roles of dynamic marketing capability of startups

Exploring the impact of dynamic talent management capability on competitive performance: The mediating roles of dynamic marketing capability of startups

Dynamic marketing capability and strategic human resource management: predictors of performance in Santa Catarina's hotel industry

This investigation aims to analyze the relationship between Dynamic Marketing Capabilities and Strategic Human Resource Management as predictors of Performance in Santa Catarina Executive Hotels. To achieve this objective, already validated scales were used. To analyze the Dynamic Marketing Capability, the scale developed by Desarbo et al. (2005) was used. For Strategic Human Resource Management, the scale developed by Barreto (2011) was chosen, and for the dependent variable, the scale developed by Carvalho (2012). The data collection was carried out through the survey technique, along with 259 managers of the Executive Hospitality of Santa Catarina. For data analysis, the softwares EXCEL, SPSS-IBM, and AMOS-IBM were used to gather data. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) tests, and structural equation modeling (SEM) were used to achieve the research objective. The obtained results confirm the positive and significant relationship between Dynamic Marketing Capability and Strategic Human Resource Management as predictors of superior performance in Santa Catarina's executive hospitality.