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Technological Capability, Marketing Capability, and FirmPerformance in Turbulent Conditions

Published online by Cambridge University Press:  02 February 2015

Zhongfeng Su ,
Jisheng Peng ,
Hao Shen  and
Ting Xiao
Translated by
苏中锋 ,
彭纪生 ,
沈灝  and
肖婷
Zhongfeng Su
Affiliation:
Nanjing University, China
Jisheng Peng
Affiliation:
Nanjing University, China
Hao Shen
Affiliation:
Xi'an Jiaotong University, China
Ting Xiao
Affiliation:
Ohio State University, USA
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Abstract

The manner in which technological capability and marketing capability can besuccessfully leveraged is an important research issue. Based on theresource-management model, this study aims to answer two research questions:(1) whether technological capability and marketing capability arecomplementary or supplementary capabilities; and (2) how technologicalcapability and marketing capability can be used appropriately to respond toenvironmental turbulence. Based on a face-to-face interview survey of 212Chinese firms, we find that technological capability and marketingcapability have synergistic effects. We also find that technologicalturbulence enhances the performance effect of technological capability, butimpedes that of marketing capability; whereas market turbulence advances theperformance effect of marketing capability, but impedes that oftechnological capability. Thus, the appropriate way to leveragetechnological capability and marketing capability is to integrate them andto deploy technological capability to respond to technological turbulenceand marketing capability to respond to market turbulence.

Keywords

environmental turbulencemarketing capabilityresource-management modeltechnological capability环境不确定性市场能力资源管理模型技术能力
Type
Articles
Information
Management and Organization Review , Volume 9 , Issue 1 , March 2013 , pp. 115 - 137
Copyright
Copyright © International Association for Chinese Management Research 2013

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