The impact of dynamic capabilities on operational marketing and technological capabilities

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

 

그동안 박사 자격시험을 준비하면서 정리한 내용을 하나씩 풀고 있습니다. 모두 유명한 마케팅 논문들입니다. 이번에는 Marketing Strategy 중에서도 Role of Marketing에 해당하는 네 번째 논문 "핵심 요약"입니다.

 

Wilden, R., & Gudergan, S. P. (2015). The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence. Journal of the Academy of Marketing Science, 43(2), 181-199.

 

• Abstract
  • Dynamic Capabilities [Sensing → Reconfiguring] → (Environmental Turbulence) → Operational Capabilities [Marketing & Technological Capabilities) → Organizational Performance
    • Key
      • 1. Dynamic capability utilization ↔ marketing and technological capabilities
        2. How environmental turbulence (market, technological, and competitor turbulence) might affect these relationships
        • 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.
    • Environment
      • ✓ Competitor Turbulence Environment: Frequent sensing and reconfiguring
        —(+)→ marketing and tech capabilities
        • The results show that frequent sensing and reconfiguring have stronger positive effects in environments characterized by high competitor turbulence;
      • ✓ Stable environments: Frequent sensing —(-)→ marketing and technological capabilities
        • however, frequent sensing can have negative relationships with marketing and technological capabilities in stable environments.
    • Firm Performance
      • ✓ Competitive environments: marketing capabilities ∝ firm performance
        ✓ Stable competitive environments: tech capabilities ∝ firm performance
        • Furthermore, marketing capabilities are positively associated with firm performance in highly competitive environments, whereas technological capabilities enhance performance in stable competitive environments.
• Takeaways
  1. RQ & Conceptual model
     • Dynamic Capabilities [Sensing → Reconfiguring] → (Environmental Turbulence) → Operational Capabilities [Marketing & Technological Capabilities) → Organizational Performance
     •  

       

     • Q. Dynamic capabilities → Operational capabilities?
       • Whether frequent use of dynamic capabilities—in the form of sensing and reconfiguring—strengthens both marketing and technological capabilities
     • Q. Influence of market, technological, and competitor turbulence?
       • We further explore how market, technological, and competitor turbulence affect the impacts of sensing and reconfiguring processes on marketing and technological capabilities
         • Moderating roles of market, competitor, and technological turbulence
       • Whether the use of dynamic capabilities, in the form of sensing and reconfiguring processes, has varying effects on marketing and technological capabilities in distinct environmental conditions
  2. Hypotheses
     • H1. Sensing → Reconfiguring
       • H1: Frequent engagement in sensing processes relates positively to frequent engagement in reconfiguring processes.
     • H2&H3. Dynamic Capabilities [Sensing → Reconfiguring] → Operational Capabilities [Marketing & Technological Capabilities)
       • H2: Frequent sensing relates positively to (a) marketing capabilities and (b) technological capabilities.
       • H3: Frequent reconfiguring relates positively to (a) marketing capabilities and (b) technological capabilities.
     • H4 & H5. Competitor Turbulence Environment: Frequent sensing (H4) and reconfiguring (H5)
       —(+)→ marketing and tech capabilities 
       Moderating Effect
       • H4: Greater (market, competitor, and technological) turbulence amplifies the positive relationship of frequent sensing with (a) marketing capabilities and (b) technological capabilities.
       • H5: Greater (market, competitor, and technological) turbulence amplifies the positive relationship of frequent reconfiguring with (a) marketing capabilities and (b) technological capabilities
     • H6 & H7. H4 and H5 is stronger on Competitive Turbulence > Market or Tech Turbulence
       H6 - tech capabilities, H7 - marketing capabilities
       • H6: The positive moderating effect of competitive turbulence on the positive relationships of (a) sensing and (b) reconfiguring with technological capabilities is greater than the moderating effects of market turbulence or technological turbulence.
       • H7: The positive moderating effect of competitive turbulence on the positive relationships of (a) sensing and (b) reconfiguring with marketing capabilities is greater than the moderating effects of market turbulence or technological turbulence
     • ✓ Stable environments: Frequent sensing —(-)→ marketing and technological capabilities
       • In stable environments, external changes exist but tend to be predictable and incremental, with low rates of change (Duncan 1972)
       • In contrast, fast-paced, unpredictable, turbulent environments create the substantial risk of obsolescence for operating capabilities (D’Aveni 1994), so they demand the frequent use of dynamic capabilities to maintain the competitiveness of the firm’s existing marketing and technological capabilities
  3. Def
     • Technological Capabilities
       기술 도입 능력
       • reflect the organizational capacity to employ technologies to convert inputs into outputs (Afuah 2002).
     • Marketing Capabilities
       고객 연결 능력
       • reflect an organizational capacity to link with and serve particular customer groups (Danneels 2008; Day 1994; Song et al. 2005).
     • Dynamic capabilities: sensing and reconfiguring
       • Sensing and reconfiguring processes that underlie dynamic capabilities
         • Sensing
           고객, 경쟁자, 시장환경에 대한 탐구 능력
           • Sensing involves search and exploration across technologies and markets (Teece 2007), such that it reflects the organizational capacity to learn about customers, competitors, and the broader market environment (Day 1994).
             • It can be exercised using a variety of processes, such as maintaining relationships with customers, suppliers, and universities; participating in professional associations; and observing best practices
         • Reconfiguring
           시장과 기술 변화에 대응하는 능력
           • Reconfiguring entails extending and modifying capabilities in response to changes in the market and technologies (Collis 1994; Teece 2007; Winter 2003).
     • Moderating roles of market, competitor, and technological turbulence
       1. Market turbulence
          change in customer segments and their preferences
          • We expect market turbulence— defined as the rate and predictability of change in customer segments and their preferences (Hanvanich et al. 2006)—to moderate the relationship of sensing and reconfiguring processes with marketing and technological capabilities.
       2. Competitive turbulence
          changing competitive landscape
          • competitive turbulence—reflecting the rate and degree of predictability of a changing competitive landscape (Auh and Menguc 2005)—puts firms at risk of losing their resource advantages (Ferrier et al. 1999; Sirmon et al. 2010) and performance strengths.
       3. Technological turbulence
          기술변화
          • Third, previous research is inconclusive regarding how technological turbulence—defined as the degree and predictability of change associated with product and process technologies in an industry (Hanvanich et al. 2006)—affects the relationship between dynamic capabilities and marketing and technological capabilities
  4. Method
     • 16 in-depth interviews with senior managers → we collected survey data from a sample of firms located in Australia (228 usable survey responses (with negligible missing data), for a response rate of 8.3%)
  •  

 

cf) 대학원생 스터디 톡방도 운영하고 있습니다 (계획, 기상 등 본인 원하는 것들 인증)! 연구에 외로운 대학원 동료분들 언제든 들어오세요! (https://open.kakao.com/o/gz2ZHI7c)

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https://beautifulresearch.tistory.com/39

대학, 대학원 입시 자소서 & 면접에 논문으로 깊이를 더해 드립니다! (입시, 면접, 대학자소서, 대

cf) 해외 논문 톱 저널 순서대로 신속하고 완벽하게 정리하는 방법이 궁금하다면? (논문검색, 선행연구, 논문리서치, 사업근거마련) https://beautifulresearch.tistory.com/40

해외 논문 톱 저널 순서대로 신속하고 완벽하게 정리! #선행논문 #논문검색 #논문리서치 #사업근

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