Evolving dynamic marketing capability (DMC) and its role on export performance: an empirical study on export-oriented organizations in Bangladesh

This study draws on the resource-based, knowledge-based, complementary and dynamic marketing capability theories in order to understand the internal dimensions of dynamic marketing capability (DMC) as well as the applicability of DMC in the exporting process. Specifically, this thesis investigates the multi-level structure of DMC, and also explores the crucial role of DMC in implementing knowledge-based resources to better value offerings within adverse market conditions. This study develops an integrated conceptual model that shows how knowledge-based resources and knowledge management capabilities enhance export performance. This research has employed structural equation modeling to understand the causal relationships through information from 315 personal interview-based surveys of export-oriented manufacturing and IT service organisations in Bangladesh. The results reveal that the DMC is a multi-level higher-order reflective construct that consists of four higher-order marketing capabilities. The findings show that DMC mediates the exporter's international ambidexterity dimensions (i.e. market exploration and market exploitation) to improve export performance under the lens of unpredictable market conditions and aggressive competitive pressures. In particular, this research identifies that DMC is a knowledge management process through which internationalisation knowledge can be implemented to satisfy customers' demands in exporting environments. The findings provide fresh insights by showing that the development of DMC is a complex process and it is not an ordinary marketing capability. An exporting organisation should adjust its accumulated internationalisation knowledge and knowledge management marketing capabilities in order to mitigate threats of radical market changes and satisfy its customers' demands better than other major export competitors