Marketing capability, organizational adaptation and new product development performance ¬リニ

a r t i c l e i n f o The authors propose a mediated moderation model that links marketing capability from an outside-in perspective, organizational adaptation mechanism exploitation and exploration, organizational structural factors, and new product development (NPD) performance. The model is tested using survey data from USA and China. The results suggest that marketing capability is positively associated with NPD performance. Moreover, exploitation and exploration respectively mediate the positive relationship between marketing capability and NPD performance. In addition , customer-based structure, decentralization, and interfunctional integration positively moderate the relationship between marketing capability and NPD performance. The results suggest that marketing capability is important for the firm to adapt to external changes as long as the firm aligns organizational structural factors with the requirement of marketing capability for exploitation and exploration in product innovation. Scholars from different disciplines argue that the mounting velocity, complexity, and uncertainty of exogenous market change makes adaptation essential for firm organizations to survive and prosper. One way that firms adapt to change is to allocate limited resources across both the exploitation of the known and exploration of the novel as a central strategic trade-off (March, 1991). Important contributions have been made in understanding exploitation and exploration and their impact on performance (e. Without knowing the antecedents of exploitation and exploration, a firm may not know how to allocate resources to strike a balance between exploitation and exploration (e. The marketing literature has established the role of marketing capabilities in firm performance outcome such as firm performance generally and new product development performance more specifically Although the contributions of previous studies are substantial , research from outside-in perspective has suggested that existing marketing capabilities cannot meet the requirement for firms to compete and prosper in the accelerated complex and changing external environment (Day, 2011; Day & Moorman, 2010). The growing gap is unquestionably costing firms profitability now and competitiveness in the future (Day, 2011). Noting this, both marketing scholars and practitioners are interested in understanding the mechanisms by which marketing capability can enhance firm adaptability while also producing the great productivity and competitiveness. Recognizing the critical roles marketing capability in profit creation and competitive advantage, scholars suggest that firms develop a new marketing capability from an outside-in perspective to adapt to the accelerated changing market complexity and velocity (Day, 2011; Day & Moorman, 2010). However, no comprehensive construct exists in the literature that captures …