Dynamic Capabilties and Organisational Performance

Wilden, RM; Gudergan, S; Lings, IN

Dynamic Capabilties and Organisational Performance

Wilden, RM Gudergan, S Lings, IN

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Publisher:: Otago University
Publication Type:: Conference Proceeding
Citation:: Proceedings of the 2007 Australia New Zealand Marketing Academy Conference, 2007, pp. 572 - 579
Issue Date:: 2007-01

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Field	Value	Language
dc.contributor.author	Wilden, RM	en_US
dc.contributor.author	Gudergan, S	en_US
dc.contributor.author	Lings, IN	en_US
dc.contributor.editor	Thyne, M	en_US
dc.contributor.editor	Deans, K	en_US
dc.contributor.editor	Gnoth, J	en_US
dc.date	2007-12-03	en_US
dc.date.issued	2007-01	en_US
dc.identifier.citation	Proceedings of the 2007 Australia New Zealand Marketing Academy Conference, 2007, pp. 572 - 579	en_US
dc.identifier.uri	http://hdl.handle.net/10453/3131
dc.description.abstract	This paper presents a conceptual framework for the dynamic capabilities organisational performance relationship. It implies that the organisational resource-base (e.g. marketing and research and development capabilities) mediates the relationship between dynamic capabilities and organisational performance. Furthermore, marketing strategic orientation plays an important role in the development and deployment of dynamic capabilities and consequently affects organisational performance indirectly. This research area is relevant to both marketing managers and academics alike as environmental turbulence calls for control and adjustment of the organisational resource base in order to maintain or increase organisational performance.	en_US
dc.publisher	Otago University	en_US
dc.relation.ispartof	Proceedings of the 2007 Australia New Zealand Marketing Academy Conference	en_US
dc.relation.ispartof	Australian and New Zealand Marketing Academy Conference	en_US
dc.title	Dynamic Capabilties and Organisational Performance	en_US
dc.type	Conference Proceeding
utslib.location	Dunedin	en_US
utslib.location.activity	Dunedin, New Zealand	en_US
utslib.for	150312 Organisational Planning and Management	en_US
dc.location.activity	Dunedin, New Zealand	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Dunedin	en_US
pubs.start-date	2007-12-03	en_US

Abstract:

This paper presents a conceptual framework for the dynamic capabilities organisational performance relationship. It implies that the organisational resource-base (e.g. marketing and research and development capabilities) mediates the relationship between dynamic capabilities and organisational performance. Furthermore, marketing strategic orientation plays an important role in the development and deployment of dynamic capabilities and consequently affects organisational performance indirectly. This research area is relevant to both marketing managers and academics alike as environmental turbulence calls for control and adjustment of the organisational resource base in order to maintain or increase organisational performance.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/3131