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Marketing resource-capability complementarity and firm performance in B2B firms

Aron O'Cass (School of Management, Faculty of Business, University of Tasmania, Hobart, Australia)
Liem Viet Ngo (Australian School of Business, The University of New South Wales, Sydney, Australia)
Vida Siahtiri (School of Management, Faculty of Business, University of Tasmania, Hobart, Australia)

Journal of Business & Industrial Marketing

ISSN: 0885-8624

Article publication date: 2 March 2015

Abstract

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.

Keywords

Citation

O'Cass, A., Ngo, L.V. and Siahtiri, V. (2015), "Marketing resource-capability complementarity and firm performance in B2B firms", Journal of Business & Industrial Marketing, Vol. 30 No. 2, pp. 194-207. https://doi.org/10.1108/JBIM-05-2012-0087

Publisher

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Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited