Examining the marketing performance of the firms from an international dynamic marketing capability perspective: moderating role of marketing leadership team

Abstract

PurposeThis study examines the marketing performance of firms from an international dynamic marketing capability perspective. It also investigates the moderating role of marketing leadership teams to improve organizations' international marketing performance.Design/methodology/approachThe authors used dynamic capability view and other related literature to develop a theoretical model, which was validated with the structural equation modelling technique, considering a sample of 455 respondents from Indian firms. The authors also used the multigroup analysis method to examine the moderating impacts of a firm's marketing leadership team on their international marketing performance.FindingsThere is a positive relationship between a firm's dynamic ability factors and its international dynamic-marketing capabilities. The study also finds that a firm's marketing leadership team has a significant positive moderating impact on improving its international marketing performance.Research limitations/implicationsThe unique theory-based model clearly explains how a firm's dynamic abilities impact international dynamic marketing capability, which then impacts its international marketing performance. This model can help practitioners, researchers and academicians to understand the significance of a firm's international dynamic capability on international marketing performance. The study also helps firms to understand the moderating influence of marketing leadership teams to improve international marketing performance.Originality/valueThis study adds value to the body of literature on international dynamic marketing, international marketing performance and international marketing knowledge management, on which, until now, few other studies have focused. Thus, this research is unique. The proposed model of international dynamic marketing is also unique with high explanative power.

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

“…Such integration with external facilitators speeds up the exchange of specialised knowledge between markets, the cultivation of new skills and the development of innovative routines and ultimately helps to achieve competitive advantages and navigate the complexities found in international markets (Gnizy, 2019;Pham et al, 2017). As DCs are a significant aspect of a firm's intrinsic ability to optimise its market potential and resource allocation (Morgan et al, 2009), firms must develop distinct DMCs suited to appropriately address customer needs in order to deliver superior value in foreign markets (Chatterjee et al, 2022;Teece, 2014). Hence, in the international market context and consistent with the theoretical foundation of Fand and Zou (2009), The authors conceptualised the IDMC as a functional dimension of the DMC that includes the three cross-border-operational processes of product/service management, supply chain management and customer relationship management.…”

“…Second, DMCs enable firms to leverage their market knowledge and enhance their capabilities in specific functional areas of marketing to respond to market changes (Fang and Zou, 2009;Barrales-Molina et al, 2014). However, to succeed in international markets, firms must enhance their DMCs by improving and reconciling their foreign market knowledge to enhance specific functional marketing areas such as overseas product innovation and international customer support abilities (Chatterjee et al, 2022;Morgan et al, 2018). IDMCs, which are developed by using foreign market knowledge and act as a means of assimilating information (Konwar et al, 2017;Buccieri et al, 2020), are disseminated throughout the organisation and enable it to identify, comprehend and meet the demands of foreign market customers (Kachouie et al, 2018).…”

“…Applies to firms operating in domestic or international markets (Xu et al, 2018) Focusses on generic dynamic marketing capabilities (Molina-Castillo et al, 2011) Specifically addresses the challenges and opportunities presented by operating in diverse international markets (Morgan et al, 2018) Focusses on the importance of understanding and responding to the unique characteristics of each international market (Chatterjee et al, 2022) Approach A dynamic and proactive approach to marketing (Mitre ˛ga, 2019) A dynamic and proactive approach to international marketing (Morgan et al, 2018) Product/service management Focusses on product innovation, manufacturing and the coordination of departmental relationships, regardless of the target domestic market (Falasca et al, 2017;Bruni and Verona, 2009;Morgan, 2012) Involves market knowledge, product design, product portfolio management, marketing activities and inter-departmental collaboration to satisfy local customers (Konwar et al, 2017;Fang and Zou, 2009;Newey and Zahra, 2009) Requires a deep understanding of the cultural, political, legal and economic factors that influence consumer behaviours in different international markets (Rust, 2020;Pitelis and Teece, 2018) Emphasises foreign market knowledge to adapt product/service design, tailor product/service solutions and manufacture product/ services suited to meet the unique requirements of customers in foreign markets (Sheng et al, 2015;Lisboa et al, 2011;Demirbag and Glaister, 2010) Customer and network relationship management Essential to discover, understand or satisfy customers' expressed or latent needs…”

“…Ngo and O'Cass (2012) also supported the contention by proving that the complementarity of innovation and marketing capabilities is essential to attract, satisfy and build relationships with and retain customers. In addition, Chatterjee et al (2022) stated that "firms need to develop their dynamic marketing capabilities in the international marketing context by improving several of their capabilities, including product innovation capabilities" (p. 3). Therefore, the study posited that ambidextrous innovation evidently enables organisations to utilise foreign market-specific DMCs that facilitate the successful international commercialisation of products/services.…”

Exploring the influence of hybrid product–service offerings on firm internationalization strategies: an international perspective

“…2.2 Theme 2: customer involvement, co-creation and distribution channels In Agnihotri et al (2022), the focus is on assessing the influence of customer management on the potential for international sales. Chatterjee et al (2023) emphasizes the indispensability of product support and customer support services within hybrid offerings. Shleha et al (2023) investigates the significance of customer proximity through service affiliates in diverse markets.…”