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Antecedents and consequences of marketing dynamic capabilities in international joint ventures

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Abstract

The influence of firms' dynamic capabilities on performance has been well articulated in the strategy literature. Yet conceptualization and operationalization of dynamic capabilities in marketing function have not been attempted, and empirical evidence substantiating the effect of dynamic capabilities is scarce. This research develops a conceptualization of marketing dynamic capabilities (MDCs), investigates their development in international joint ventures (IJVs), and explores their effect on IJVs' performance and competitive advantage. Using a dyadic dataset collected from top managers of IJVs in China, as well as objective performance data collected separately, the study found empirical support for the effect of MDCs on IJVs' competitive advantage and performance. In addition, MDCs are found to be influenced by IJV resource magnitude, resource complementarity, organizational culture, and organizational structure. The theoretical implications of our findings and future research directions are also discussed.

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Acknowledgements

We gratefully thank the two anonymous reviewers and Departmental Editor David Tse for their constructive comments.

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Authors and Affiliations

  1. Department of Business Administration, College of Business, University of Illinois at Urbana-Champaign, USA

    Eric (Er) Fang

  2. Robert J. Trulaske, Sr. College of Business, University of Missouri–Columbia, USA

    Shaoming Zou

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  1. Eric (Er) Fang
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  2. Shaoming Zou
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Correspondence to Eric (Er) Fang.

Additional information

Accepted by David Tse, Departmental Editor, 29 February 2008. This paper has been with the authors for two revisions.

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Fang, E., Zou, S. Antecedents and consequences of marketing dynamic capabilities in international joint ventures. J Int Bus Stud 40, 742–761 (2009). https://doi.org/10.1057/jibs.2008.96

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