Digital marketing capability: the mystery of business capabilities

Abstract

PurposeThis study aims to advance the understanding of digital marketing capability by conducting a comprehensive, systematic review of relevant literature at the firm level.Design/methodology/approachThe study utilizes categorization and contextualization of qualitative methodologies to review the literature, using Scopus databases to collect 57 journals with 143 peer-reviewed papers as the main focus. The research gaps and DMCs were analyzed and synthesized and presented as collective categorization together with the proposed future direction framework.FindingsThis study proposed the relevance of digital marketing capabilities for businesses and the key measurement of business performance. The proposed dimensions of the digital marketing capabilities framework are to identify new research directions for both marketing and IT strands.Originality/valueThis study classify five main different themes in digital marketing incorporating with digital technologies (DTs) era and proposed relevance of digital marketing capabilities for businesses (B2C and B2B) and keys measurement of business performances.

Digital Marketing Capability and MSMEs Performance: Understanding the Moderating Role of Environmental Dynamism

“…Several researchers have proven that digital marketing capabilities can improve the performance of MSMEs (e.g., Chinakidzwa & Phiri, 2020;Apasrawirote et al, 2022;Tongdhamachart & Niyomsilpa, 2022;Martins, 2022;Tariq et al, 2022;Nuseir & Refae, 2022). However, the findings of this study are contradictory to the research conducted by Tolstoy et al (2022), Permana et al (2019), Murphy & Sashi (2018), and Day & Boisi (2011).…”

IT-related resources, digital marketing capabilities and business performance: moderating effects of digital orientation and technological turbulence

“…Drawing on the firms' RBV, DMCs are reported to be highly valuable and non-imitable in the existing literature, and hence are more likely to sustain a long-term competitive advantage (Homburg and Wielgos, 2022; Wang, 2020). DMCs can assist firms develop durable relationship with their customers through the effective transformation of marketing resource inputs into performance outcomes (Apasrawirote et al ., 2022; Homburg and Wielgos, 2022). While developing DMCs may not provide firms with a sustainable competitive advantage in today's fast-moving digitalization environment, there is a limited theoretical knowledge about how environmental contingencies influence the DMCs-BP relationship.…”

“…The continuous evolution and widespread adoption of digital marketing platforms, such as social media, search engines, content, websites, e-mails, mobile and so on, have increased the value of digital marketing capabilities ( hereinafter DMCs) (Apasrawirote et al ., 2022; Herhausen et al ., 2020). DMCs are generally defined as “a firms' ability to use digital technology-enabled processes to interact with customers and partners in a targeted, measurable, and integrated way to create new forms of value without regard for distance or time” (Homburg and Wielgos, 2022, p. 666).…”

“…Furthermore, in comparison to traditional marketing capabilities, DMCs can provide higher adaptability, interconnectivity, scalability and measurability (see Homburg and Wielgos, 2022, for a review). In fact, firms that successfully develop DMCs are better capable of incorporating new digital technologies into their marketing communication systems and strengthening relationships with channel partners, suppliers and customers (Apasrawirote et al ., 2022).…”

“…Interestingly, SMEs are acknowledged as the “powerhouse of innovation” in a number of nations (Ali et al ., 2020; Ardito et al ., 2021) and improving their business performance (BP) (Owalla et al ., 2022). Here, BP refers to “the performance of any business that embraces a digital marketing strategy and process” (Apasrawirote et al ., 2022, p. 488). According to the meta-analysis findings, the capability-performance link varies depending on the firm sizes (Krasnikov and Jayachandran, 2008).…”