Constituents of dynamic marketing capability: Strategic fit and heterogeneity in export performance

Using the Resource Based View and Dynamic Capability theoretical lenses, this paper provides such a strategic treatise in exploring how the underlying dimensions of DMC can be understood within a higher-order DMC strategy and the influence of the latter upon the export performance of firms from an emerging market. The empirical findings drawn from a sample of 315 exporters representing eight industries from Bangladesh show that the DMC is a second-order latent construct consisting of four marketing capabilities: proactive market orientation, brand management capability, new product development capability, and customer relationship management capability. Additionally, this study identified three clusters of firms and showed that, among them, enthusiastic embracers-which are characterized by high levels of activity across marketing capabilities, such as proactive market orientation and brand management capability-achieve better performance.

Automated summary

This paper explores the influence of dynamic capability strategy on export performance of firms from an emerging market using the theoretical lenses of Resource Based View and Dynamic Capability. The empirical findings suggest that dynamic marketing capability is a second-order latent construct consisting of proactive market orientation, brand management capability, new product development capability, and customer relationship management capability. The study also identifies three clusters of firms and shows that enthusiastic embracers achieve better performance.