دیدگاه پویای بازاریابی در ایجاد تغییرات بازار Dynamic marketing capabilities view on creating market change

Introduction In today’s business environment, change is rapid, prompting organizations to evolve to stay abreast of broader environmental changes. In fact, organizational performance could be negatively affected if organizations do not adequately keep up with environmental change (Audia et al., 2000). As such, organizational capabilities and processes need to be developed, extended and/or renewed. The dynamic capabilities (DCs) view offers a contemporary view of how competitive advantage is attained and sustained in dynamic markets (Teece et al., 1997). Early work in the DCs domain proposes a direct relationship between DCs and performance outcomes (Teece and Pisano, 1994). More recent literature argues that the relationship between DCs and organizational outcomes is more complicated than a simple, direct link (Pavlou and El Sawy, 2011). However, there is still debate in the literature about whether and how DCs affect organizational outcomes (Helfat et al., 2007, Eriksson, 2014; Ambrosini and Bowman, 2009). Scholars believe that DCs are necessary to “match and even create market change” (Eisenhardt and Martin, 2000), and organizations orchestrate their resources to address and shape a rapidly changing environment (Teece, 2014). Therefore, to achieve competitive advantage, organizations can use two distinct but complementary strategies: matching environmental demands and creating market change. The literature on matching the environment suggests that those organizations that use DCs to reconfigure resources sooner, more knowledgeably and in a more unexpected manner than their competitors can achieve a competitive advantage (Eisenhardt and Martin, 2000). From this perspective, DCs do not directly result in marketable goods or services (Teece et al., 1997); rather, they are engaged in building, integrating and reconfiguring operational capabilities (Protogerou et al., 2012; Teece et al., 1997; Eisenhardt and Martin, 2000; Zahra et al., 2006; Ambrosini and Bowman, 2009).