Distinct marketing capabilities and their moderating effects on organizational performance

Objective – This study aims to propose a conceptual framework of the levels of marketing capability, contextual moderators, and their impacts on organizational performance.

Design/methodology/approach – The authors present a theoretical study defining a conceptual model and proposing a theoretical structure that predicts the effects of different levels of marketing capability on performance.

Findings – The results indicate that marketing capabilities can be configured across three levels: specialized, interfunctional, and higher-level capabilities. Furthermore, contextual moderators such as economic and industry factors may influence the relationship between these capabilities and organizational performance.

Practical implications – Marketing capabilities positively affect organizational performance. Managers should consider which levels of capabilities are most relevant to their business and identify which ones need to be created, maintained, or enhanced.

Originality/value – The originality of this study lies in the configuration and identification of distinct marketing capabilities based on a theoretical model and measurement scales for these capabilities. Both the theoretical model and the proposed scales can assist academic researchers in better directing their studies and help organizational managers broaden their understanding of marketing’s importance in improving organizational sustainability.