Mediating roles of capabilities between R&D-marketing integration and business performance

Abstract

Purpose

Following the resource-based view, this paper aims to investigate the business performance impact of R&D–marketing integration and marketing and technical capabilities at the organization level in a non-Western context. Specifically, this work explores the mediating role of the two capabilities, while accounting for potential moderating effects and under the contingency of technological turbulence.

Design/methodology/approach

Survey data were collected from the paired marketing and R&D executives of 207 Japanese manufacturing companies. Data were analyzed using structural equation modeling.

Findings

The results show that marketing capability – by itself and also coupled with technical capability – mediates the relationship between R&D–marketing integration and business performance, while technical capability alone does not.

Research limitations/implications

This study’s subjective performance measures and cross-sectional design have inherent limitations. The exploration of antecedents and other contingency variables would provide ample scope for future research.

Practical implications

The findings suggest that managers need to build these two capabilities, especially marketing capability, because R&D–marketing integration by itself will not be sufficient to improve business performance.

Originality/value

This study provides empirical evidence for a new theoretical link through which R&D–marketing integration impacts business performance at the program level. The findings may also partially explain the mixed and conflicting results often found in past studies.

Citation

Ali, A. and Matsuno, K. (2018), "Mediating roles of capabilities between R&D-marketing integration and business performance", Journal of Asia Business Studies, Vol. 12 No. 1, pp. 81-98. https://doi.org/10.1108/JABS-09-2015-0165