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The impact of customer knowledge and marketing dynamic capability on innovation performance: an empirical analysis

Mauro Falasca (Department of Marketing and Supply Chain Management, East Carolina University, Greenville, North Carolina, USA)
Jiemei Zhang (Business Management Institute, School of Business, Henan University, Kaifeng, China)
Margy Conchar (Department of Marketing and Supply Chain Management, East Carolina University, Greenville, North Carolina, USA)
Like Li (School of Business, Henan University, Kaifeng, China)

Journal of Business & Industrial Marketing

ISSN: 0885-8624

Article publication date: 7 August 2017

Abstract

Purpose

This paper aims to explore the intermediary role of marketing dynamic capability (MDC) in the relationship between customer knowledge management (CKM) and product innovation performance (PIP).

Design/methodology

A conceptual model is proposed and a survey instrument is developed. The model is tested empirically in an organizational buyer/seller setting using a survey among middle and top management of firms engaged in business-to-business relationships within high-tech industries in China.

Findings

Results show that MDC fully mediates the relationship between CKM and PIP. Empirical findings thus demonstrate that CKM is related to improved firm PIP through the deployment of firm-specific MDCs.

Research implications/limitations

The study provides clarification for a unique distinction between organizational learning and dynamic capabilities. Findings suggest that knowledge creation occurs within the scope of CKM, while the analytical and perceptual processes that lead to insights and redeployment of firm resources fall under the umbrella of MDCs.

Practical implications

Dynamic capabilities play an essential role in transforming the firm’s knowledge resources to create new configurations in response to market needs. Hence, this study reinforces the role of marketing decision-makers with appropriate decision-making power who, in an ongoing cooperation with other functional areas, are able to adapt and redeploy resources to reflect environmental changes and implement marketing strategy decisions.

Originality/value

This study contributes to the literature by addressing simultaneously the relationship between CKM, MDC and PIP. Specifically, the study demonstrates the mediating influence of MDCs on the relationship between CKM and firm PIP. The study also clarifies a key distinction between organizational learning and dynamic capabilities, demonstrating that knowledge serves an antecedent role to the deployment of dynamic capabilities.

Keywords

Citation

Falasca, M., Zhang, J., Conchar, M. and Li, L. (2017), "The impact of customer knowledge and marketing dynamic capability on innovation performance: an empirical analysis", Journal of Business & Industrial Marketing, Vol. 32 No. 7, pp. 901-912. https://doi.org/10.1108/JBIM-12-2016-0289

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited