In this study, we address four research questions: 1) What effect does marketing capability has on business performance? 2) How marketing capability impact business performance? 3) Does the linkage between marketing capability and business performance depend on the environmental context? 4) Why do some high technology firms of strong marketing capability fail? Accordingly, we draw on various theoretical perspectives to develop hypotheses that propose a direct relationship between marketing capability and business performance, the mediating role of customer value, the possible moderating effects of business environment, and view three components of learning orientation as key antecedents to marketing capabilities in perspective of the organizational learning theory. A conceptual framework is devised and tested that examines these relationships in general and in the context of varying environmental turbulence and differentiated perceptions of customer value. Findings confirm the validity of the framework and afford various insights on the role of environmental turbulence and customer value perceptions in the proposed relationships. Lastly, implications are offered on the antecedents and consequences of marketing capability.
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