A Study of the Effects of Developing Dynamic Capability of Marketing Intelligence on Performance

• Main Authors: Jin-Wen Hsu, 許瀞文
• Other Authors: Wei-Shong Lin
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/fp56cs

博士 === 國立臺灣科技大學 === 企業管理系 === 102 === A market-oriented organization stresses the needs of its customers and enables the improvement of cross-sectional cooperation within organizations to create better customer value. Marketing resources (competence, capability) and market orientation are significant drivers of firm performance, and the impacts are greater when they are complementary to each other. Built on the theories of organizational capability, knowledge creation, and market orientation, this study develops the contents of marketing capabilities, including component and architectural competences that contribute to marketing dynamic capability by responding to external changes, and analyzes their influence on market orientation and firm performance. This study reveals the following effective marketing intelligence dynamic capabilities which benefits to marketing performance. 1. Tacit knowledge is correlated with architectural competence (management system). 2. Arranging employees into teamwork to implement marketing tasks. 3. Establishing apprenticeship among the staff to deliver experiential know-how. 4. Assigning employees into small-scale experiments on creative proposals. 5. Standardizing procedures of generation, dissemination, and response of marketing intelligence. 6. Providing written market information and training programs to non-marketing staff. 7. Appropriately delegating to staff. However, the too higher individual autonomy would be harmful to the relationship between marketing competence and firm performance. This study provides practitioners with a framework for analyzing marketing intelligence capabilities as an object of improving firm performance.