دانلود رایگان مقاله انگلیسی دیدگاه های پویای بازاریابی در ایجاد تغییرات بازار - نشریه امرالد

Abstract

Purpose – The purpose of this paper is to examine the indirect relationship between dynamic capabilities (DCs) and organizational outcomes through matching and creating market change. In addition, the research aims to gain a deeper understanding of the role of marketing in DCs and to extend beyond a simplistic discussion of DCs by studying proactive market orientation and value innovation as specific DCs. Design/methodology/approach – A questionnaire was developed and data were collected from 270 senior executives. After ensuring reliability and validity, the hypotheses were examined by applying structural equation modeling and Monte Carlo simulation. Findings – The findings indicate that dynamic marketing capabilities (DMCs) are critical in the reconfiguration of operational marketing capabilities, which in turn lead to enhanced organizational performance. The results also suggest that organizations with enhanced DMCs are able to initiate market disruption and achieve superior performance by out-competing their rivals. Practical implications – The research provides guidelines for managers wanting to exploit their DMCs by showing that organizations can match the environment, create market turbulence or combine both strategies to fully exploit their DMCs. This study also provides managers with actionable tools that are specific, robust and easily applied. Originality/value – This study is one of the few to incorporate induced market turbulence into the DC literature and conceptualize, develop and validate scales to measure it. The study provides empirical evidence for the claim that operational marketing capabilities are necessary to utilize the benefits of DMCs.

Discussion

Theoretical contributions

This study contributes in several ways to the literature of DCs, and specifically DMCs. First, by proposing an integrative conceptual framework after an extensive review of the literature, this research explains the mechanism by which DMCs are linked to organizational outcomes. This framework and the proposed relationships provide a more comprehensive explanation for complementary strategies to achieve superior outcomes than has been suggested to date. This framework could be a starting point for further empirical research. This framework also facilitates the reconciling of DMCs and DCs, which helps to resolve the debate about whether marketing capabilities can be truly dynamic in nature (Day, 2011).

Second, this study incorporates inducing turbulence in the market to DCs literature. Prior to this article, the literature to explain the effect of DCs on organizational outcomes implied a path through reconfiguration of operational capabilities. However, scholars believe that it is necessary to study the role of DCs in interacting with and shaping the environment (Wilden et al., 2016). In this framework, we offer an alternative and complementary explanation by proposing creating market change rather than matching the environment. Inducing turbulence in the market is consistent with creating disruption in the market. Christensen (1997) argues that disruptive innovation occurs when a new market and value network are created as a result of innovation. This innovation eventually disrupts the existing market and causes the established leaders and alliances to be replaced. In this way, an entirely new performance trajectory for the business is established (Christensen et al., 2003). The proposed framework is also in line with the market-driving perspective, which suggests that firms can and do induce turbulence in the market and change the behavior of other players (Jaworski et al., 2000). By doing so, they generate market disequilibrium (D’Aveni, 1999) to achieve superior performance for their businesses. In DCs literature, it is argued that DCs are developed to create market change (Eisenhardt and Martin, 2000) and shape opportunities (Teece, 2007). However, very few studies have investigated the impact of deliberately inducing turbulence in the market in terms of its relationship with organizational performance for the disturbance creator (Oliver and Holzinger, 2008).