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PurposeThe purpose of this paper is to shift the research focus from singular investigations of strategic orientations (i.e. learning, technology, market, customer, and competitor) to a broadened exploration of how variouscombinationsof orientations link to firm performance. Further, the paper reveals the mediating role of marketing capability between strategic orientations and firm performance.Design/methodology/approachMail and e‐mail surveys were received from 198 Korean executives among the nation's Top 500 firms (across various industries). Generally, multiple regression analyses were conducted to test the various hypotheses.FindingsData confirm that each strategic orientation has distinct paths through marketing capability (single or multiple, and mediating) that significantly impact firm performance.Practical implicationsFostering marketing capability, including marketing planning and implementation ability, will have a direct positive impact on firm performance. In addition, companies should understand how differently their cultural resources and orientations affect firm performance.Originality/valueThis paper is the first to argue that a deployment mechanism, marketing capability, is needed between strategic orientations and business performance. The paper further contributes by extending geographic generalizability to Asian countries (since the majority of extant research on organizational orientations and capabilities comes from western countries).

Purpose
This paper aims to introduce dynamic marketing capability (DMC) as a construct relevant for business research and business practice, and to test its validity in relation to company product innovations and company agility.


Design/methodology/approach
This study tests a hypothesized model using partial least squares structural equation modeling on data from a survey conducted with 155 companies based in Poland.


Findings
This study provides evidence that DMC facilitates company innovations in terms of their speed and market success. Thus, DMC complements other organizational capabilities that were previously found effective for new product development (NPD) with regard to intra- and inter-organizational processes. However, the influence of DMC on company innovation success is stronger in the case of companies that operate without the pressure to customize. Thus, this approach is more relevant for companies that provide standardized offerings and which target various customer segments, rather than companies that operate in customer niches or when their NPD processes are strongly orchestrated by their customers, e.g. in B2B sales within hierarchical supply chains.


Research limitations/implications
This study is limited by the cross-sectional empirical setting in that one country is used to test the research hypotheses. Further studies may focus on the combined effects of DMC and other important organizational capabilities, for example, flexible manufacturing, and may provide a detailed picture of DMC development by applying a longitudinal approach and case studies.


Practical implications
Generally, managers can use this research to rethink their corporate strategies. The study proposes a specific strategic approach to corporate innovativeness: companies may acquire meaningful market benefits through systematic reconfiguration of their marketing assets, combined with the introduction of new products. However, managers should analyze their business model and industrial setting to verify to what extent their companies operate in a context relevant for reconfiguring marketing resources. If the pressure for strong customization is high in the existing customer base, investing in DMC may not be relevant, as new offerings are rather customer tailored, i.e. designed by "big fish" buyers. On the other hand, many companies may leverage their innovations with DMC in both B2B and B2C settings, as long as they can provide standard solutions as their market offerings.


Originality/value
The study contributes to marketing theory in three ways. Firstly, the study conceptualizes DMC as a distinct dynamic capability aligned with dynamic capabilities view (from which DMC logically originates), and proposes how DMC is linked nomologically with company innovativeness and agility. Secondly, a measurement instrument for DMC and an empirical test for the model are both provided. Thirdly, the paper presents evidence that the link between DMC and product innovations becomes restricted in the presence of certain contingencies, specifically with regard to the so-called customization norm.

The study examines the mediating role of competitive strategies (cost leadership and differentiation) in the marketing capability-performance relationship using data from 264 micro and small family firms in Ghana. The bootstrap method for exploring mediating relationships was used to examine the hypotheses. The findings indicate that although differentiation influence performance, cost leadership does not influence performance after controlling for firm age and firm size. However, marketing capability significantly influence performance. The findings further revealed that marketing capabilities do not have any indirect relationship on performance through cost leadership. However, the results indicated that marketing capability influenced firm performance through differentiation strategy. The findings indicate the need to implement both competitive strategy and marketing capability to enhance performance of micro and small family businesses.

The purpose of this study is to explore the relationship between environmental pressures (i.e. environmental regulation and stakeholder pressures) and performance considering the mediating role of environmental innovation strategy and the moderating role of marketing capability. Both primary data collected from 121 UK-based manufacturing firms and secondary data on financial performance of the firms is used to test the proposed relationships. The results show that environmental innovation strategy fully/partially mediates the relationship between environmental regulation/stakeholder pressures and environmental performance, and partially mediates the effect of environmental regulation on financial performance. The results also indicate that marketing capability significantly moderates the relationship between environmental regulation and environmental innovation strategy. Drawing upon contingency theory and dynamic capability view, by testing the mediation and moderation effects, the results of this study provide managers with valuable guidance for developing environmental innovation strategy.

The ability to internationalize has become a competitive necessity for many firms, and one important for survival and growth in the era of globalization. At the same time, digitalization is transforming the locus of entrepreneurial opportunities and entrepreneurial practices, thus offering new perspectives on internationalization. Internationalization requires marketing capability as well as market orientation. However, there is a gap in the literature exploring the interplay of digitalization, market orientation and marketing capability in the internationalization process. The objective of the present study is to improve our understanding of (1) the impact of market orientation, marketing capability and digitalization on firm performance among small- and medium-sized enterprises (SMEs) and (2) the differences in this impact between internationalized SMEs and SMEs operating only in domestic markets. The data were gathered from 101 Finnish SMEs in the wood-product industry, and analyzed with AMOS using path analysis. The results show that marketing capability mediates the effect of market orientation on firm performance. For internationalized firms, market orientation and marketing capability are crucial to their success in foreign markets. However, digitalization has no effect on firm performance with internationalized firms. With other firms, the effect is direct and significant.

The majority of aquaculture practices in Thailand are small scale, composed of individual farms and, therefore, the development of aquaculture needs to be managed by community organizations to increase the power of negotiation with middlemen. There are various community organizations: non-juristic organizations, juristic organizations and cooperatives. The purposes of this study include the following: 1) the study of cost-return, and, 2) SWOT analysis to improve community organisation. Data were collected from in-depth interviews of 30 group members, 10 community leaders and local government officers in each organization. The research methods employed were cost-return analysis and SWOT analysis. The net profit of members in community organizations is a factor indicating the capacity of the aquaculture organization. The net profit organisations are from Pan, Pak Phanang, Tatong, Chachoengsao, Tasoong and Chanthaburi while the others (Nakhon Nayok and Samroiyot-Pranburi) were non-profit organisations. SWOT shows that internal factors including leaders and members, production and marketing development and funding were the most significant in driving the success of the community groups. External factors including government support, disease risk reduction and water problem reduction support the capacity of the community organization. Recommendations for community organization development include: 1) members' collaboration, 2) skills of leaders, 3) convenient offices serving the members, and, 4) Full supply chain services to members.

Social enterprise is a hybrid form of profit- and social benefit–seeking organization whereby traditional nonprofit organizations pursue both their social mission and business opportunities. To embrace this new strategic direction shift, the nonprofit organizations need to develop new competences that will enable them to respond to the changes in the business model. The article investigates the learning mechanisms through which social enterprises develop a marketing capability to deploy their resources in the marketplace as the drivers of competitive advantage in their commercial practice. We study eight cases of U.K.-based charity retailers to address the role of knowledge accumulation, articulation, and codification process in the evolution of marketing capability development. We identify, among other things, that the critical process of organizational learning for social enterprise is to transfer the experience into organization-specific knowledge under the social aspects of constraints.

Purpose– This study aims to examine how market orientation (MO), marketing resources and marketing resource deployment are related and impact business-to-business (B2B) firm- and customer-level performance.Design/methodology/approach– A self-administrated questionnaire was used to collect data from 251 firms out of a sample of 1000 B2B firms selected from a database of businesses.Findings– Marketing resources and marketing capability are complementary in contributing to both firm and customer performance. In addition, they are partial mediators of the relationship between MO and firm- and customer-level performance. Only marketing resources fully mediate the relationship between MO and firm-level performance.Research limitations/implications– This study relied on self-reporting by marketing executives, thus inferences about causality should be made with caution. Specifically, the time sequence of the relationships among resource possession and resource deployment and marketing results is not easily discernible with cross-sectional data.Originality/value– This study sought to address research gaps in the two research streams; MO-firm performance via the mediating role of marketing resources and deployment, and the resource based view (RBV) resource–deployment interaction. Our contribution to the literature is threefold. First, MO indirectly enhances performance at both firm and customer level via marketing resources and marketing resource deployment. Second, while possessing marketing resources does explain some of the economic rent differentials, the effect depends fundamentally on how firms deploy their marketing resources. Third, our findings suggest research on resources, resource deployment and cross-level firm performance should be conducted at the business process level within firms.