Strategic orientations, marketing capabilities and innovativeness: an adaptive approach

This is the authors' abstract. We don't add key points for this paper.

Purpose This study aims to investigate marketing capabilities that represent the marketing mix from an adaptive perspective: brand management, customer relationship management, price management and multi-channel management. Also, this study identifies how adaptive marketing capabilities (AMCs) enrich superior innovativeness and speed-to-market regarding innovation orientation and marketing orientation as the two critical functions. Design/methodology/approach A questionnaire-based research was performed to test the proposed hypotheses. The data were collected from predominately marketing or research and development managers/senior specialists in 247 firms. Findings Strategic orientations that cover market and innovation orientation facilitate a firm’s AMCs, positively affecting its innovativeness and speed-to-market. Also, AMCs mediate the relationship between strategic orientations, and innovativeness, and speed-to-market. Further, this study confirms the complementary association of AMC-related variables in enhancing firm innovativeness and speed-to-market. Research limitations/implications This study is subject to the limitations inherent in survey design, particularly convenient sampling and single informants. Originality/value This study broadens understanding of dynamic capabilities theory by examining how marketing capabilities can be enhanced and examined from an adaptive perspective for firms. This study also presents a model for the potential relationships among strategic orientations, AMCs, innovativeness and speed-to-market.