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Developing Dynamic Marketing Capabilities Through Digitalisation : = A Qualitative Study of a Brewery.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Developing Dynamic Marketing Capabilities Through Digitalisation :/
其他題名:	A Qualitative Study of a Brewery.
作者:	Waititu, Jemmimah.
面頁冊數:	1 online resource (246 pages)
附註:	Source: Dissertations Abstracts International, Volume: 85-05, Section: A.
Contained By:	Dissertations Abstracts International85-05A.
標題:	Technology adoption. -
電子資源:	click for full text (PQDT)
ISBN:	9798380732383

Developing Dynamic Marketing Capabilities Through Digitalisation : = A Qualitative Study of a Brewery.
Waititu, Jemmimah.

Developing Dynamic Marketing Capabilities Through Digitalisation :A Qualitative Study of a Brewery. - 1 online resource (246 pages)

Source: Dissertations Abstracts International, Volume: 85-05, Section: A.

Thesis (D.B.A.)--The University of Liverpool (United Kingdom), 2023.

Includes bibliographical references

Today's volatile, uncertain, complex and ambiguous (VUCA) (Bennett & Lemoine, 2014) environment calls for the development of capabilities that can quickly and accurately respond to market dynamism and technological advancement (Teece, 2017; Schoemaker, Heaton & Teece, 2018). The dynamic capabilities concept is a theoretical framework used to explain the differences in performance among companies (Cyfert et al., 2021). Scholars posit that now more than ever, firms need strong dynamic capabilities for sustained competitive advantage in the fourth industrial revolution (Svahn, Mathiassen & Lindgren, 2017). The concept of digitalisation is also considered a strategic imperative for survival in the current technologically disruptive environment (Chirumalla, 2021).This study brings the two concepts together and seeks to determine whether dynamic capabilities can be developed through digitalisation. The focus is on dynamic marketing capabilities to establish how modern-day firms develop market orientation and new product development using digital technologies. The study is qualitative-action research involving purposive sampling to select participants working in the sales and marketing departments of BREWER P Limited (BPL). Semi-structured interviews are used to collect data, and thematic analysis is used for analysis.The findings reveal that dynamic marketing capabilities can be developed through digitalisation, with seven strong dynamic marketing capabilities emerging at BPL. These include customer relationship management, route to consumer, effectiveness and efficiency, insight generation & customer knowledge, input into research and development and other investment decisions, institutional knowledge management and innovation culture. However, the findings also pinpoint three weaker dynamic marketing capabilities at BPL- technology adoption, predictive analytics and a need for speed and clarity in the new product development process. The capabilities identified in this study are a part of numerous capabilities available at BPL that shape its approach to the market and its consumers, thereby distinguishing the organisation as a market leader in its industry.This study provides rich content, revealing the complementary relationship between digitalisation and dynamic capabilities. Furthermore, an intervention to address technology adoption is implemented as part of the action research, and the study proposes practical managerial actions necessary to develop the other two weaker capabilities at BPL. Lastly, the study provides practical lessons for managers in similar organisations to apply.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798380732383Subjects--Topical Terms:

1466919
Technology adoption.
Index Terms--Genre/Form:

554714
Electronic books.

Developing Dynamic Marketing Capabilities Through Digitalisation : = A Qualitative Study of a Brewery.
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520 $a Today's volatile, uncertain, complex and ambiguous (VUCA) (Bennett & Lemoine, 2014) environment calls for the development of capabilities that can quickly and accurately respond to market dynamism and technological advancement (Teece, 2017; Schoemaker, Heaton & Teece, 2018). The dynamic capabilities concept is a theoretical framework used to explain the differences in performance among companies (Cyfert et al., 2021). Scholars posit that now more than ever, firms need strong dynamic capabilities for sustained competitive advantage in the fourth industrial revolution (Svahn, Mathiassen & Lindgren, 2017). The concept of digitalisation is also considered a strategic imperative for survival in the current technologically disruptive environment (Chirumalla, 2021).This study brings the two concepts together and seeks to determine whether dynamic capabilities can be developed through digitalisation. The focus is on dynamic marketing capabilities to establish how modern-day firms develop market orientation and new product development using digital technologies. The study is qualitative-action research involving purposive sampling to select participants working in the sales and marketing departments of BREWER P Limited (BPL). Semi-structured interviews are used to collect data, and thematic analysis is used for analysis.The findings reveal that dynamic marketing capabilities can be developed through digitalisation, with seven strong dynamic marketing capabilities emerging at BPL. These include customer relationship management, route to consumer, effectiveness and efficiency, insight generation & customer knowledge, input into research and development and other investment decisions, institutional knowledge management and innovation culture. However, the findings also pinpoint three weaker dynamic marketing capabilities at BPL- technology adoption, predictive analytics and a need for speed and clarity in the new product development process. The capabilities identified in this study are a part of numerous capabilities available at BPL that shape its approach to the market and its consumers, thereby distinguishing the organisation as a market leader in its industry.This study provides rich content, revealing the complementary relationship between digitalisation and dynamic capabilities. Furthermore, an intervention to address technology adoption is implemented as part of the action research, and the study proposes practical managerial actions necessary to develop the other two weaker capabilities at BPL. Lastly, the study provides practical lessons for managers in similar organisations to apply.
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