Dynamic Capabilties and Organisational Performance

Otago University
Publication Type:
Conference Proceeding
Proceedings of the 2007 Australia New Zealand Marketing Academy Conference, 2007, pp. 572 - 579
Issue Date:
Full metadata record
Files in This Item:
Filename Description Size
Thumbnail2006010085.pdf106.01 kB
Adobe PDF
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: