CoChat
Sign Up
Cited by 844Innovation and Knowledge ManagementMarketing and Advertising StrategiesCorporate Governance and Management

Marketing and technology resource complementarity: an analysis of their interaction effect in two environmental contexts

Song, Michael, Droge, Cornelia, Hanvanich, Sangphet, Calantone, Roger·2005·Strategic Management Journal
DOI 10.1002/smj.450
Open this paper in CoChat — free account

Abstract

The dynamic capabilities perspective posits that a firm can leverage the performance impact of existing resources through resource configuration, complementarity, and integration, but little empirical research addresses these issues. We investigate the effects on performance of marketing capabilities, technological capabilities, and their complementarity (interaction), and whether these effects are moderated by low vs. high technological turbulence. Results from SEM two‐group analyses (with controls) show that both main effects positively impact performance in both environmental contexts. However, (1) their interaction effect is significant only in the high‐turbulence environment; (2) the marketing‐related main effect is lower in the high‐turbulence environment; and (3) the main effects of technology‐related capabilities are the same in both environments. Our research suggests that the synergistic performance impact of complementary capabilities can be substantive in particular environmental contexts: while synergistic rents cannot always be obtained, it is possible to leverage existing resources through complementarity. Copyright © 2005 John Wiley & Sons, Ltd.

Integrity signals

Registry

Crossref · 10.1002/smj.450

Cites

3 of 3 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

We couldn’t retrieve this paper’s full text, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • New product launches and product overhauls are critical to firms' competitive advantage when contextual conditions change relatively frequently.

    “Whereas new product launches and product overhauls are critical to firms' competitive advantage when contextual conditions change relatively frequently (Song et al., 2005), stable environments often allow firms to sell existing products profitably without much alteration (Hambrick, 1983), making a new product development capability relatively less central to competitive advantage.”

    From On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism (2014) · cites this paper as Song et al., 2005

Cites

Flagged first, then by citations

Cited by

Sorted by citations

Authors
Song, M., Droge, C., Hanvanich, S., & Calantone, R.
Affiliations
  • University of Missouri–Kansas City (US)
  • Xavier University (US)
  • Michigan State University (US)
ORCID
Venue
Strategic Management Journal
Publisher
Wiley
Published
2005-01-31
Volume
26
Issue
3
Pages
259-276
ISSN
  • 0143-2095 (ISSN-L)
  • 1097-0266
DOI
10.1002/smj.450
OpenAlex
W2080948272
Cited by
844
References
3
Citations by year
2026: 11 · 2025: 41 · 2024: 34 · 2023: 35 · 2022: 41 · 2021: 47 · 2020: 56 · 2019: 51 · 2018: 44 · 2017: 46 · 2016: 54 · 2015: 60 · 2014: 64 · 2013: 66 · 2012: 53
FWCI
56.90
Type
journal article
Language
en
Open access
closed
Licence
onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations
  • Strategic Management Journal (publishedVersion)
  • TU/e Research Portal (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Marketing › Marketing and Advertising Strategies
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Corporate Governance and Management
Keywords
marketing capabilities, technological capabilities, capability complementarity, dynamic capabilities, technological turbulence, firm performance, resource complementarity, environmental context

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review