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

Strategic Management JournalVolume 26, Issue 3 p. 259-276 Research Article Marketing and technology resource complementarity: an analysis of their interaction effect in two environmental contexts Michael Song, Michael Song The Bloch School, University of Missouri, Kansas City, Missouri, U.S.A.; TEMA, Eindhoven University of Technology, The NetherlandsSearch for more papers by this authorCornelia Droge, Corresponding Author Cornelia Droge droge@msu.edu Eli Broad Graduate School of Management, Michigan State University, East Lansing, Michigan, U.S.A.Eli Broad Graduate School of Management, Michigan State University, N370 North Business Complex, East Lansing, MI 48824-1122, U.S.A.Search for more papers by this authorSangphet Hanvanich, Sangphet Hanvanich Williams College of Business, Xavier University, Cincinnati, Ohio, U.S.A.Search for more papers by this authorRoger Calantone, Roger Calantone Eli Broad Graduate School of Management, Michigan State University, East Lansing, Michigan, U.S.A.Search for more papers by this author Michael Song, Michael Song The Bloch School, University of Missouri, Kansas City, Missouri, U.S.A.; TEMA, Eindhoven University of Technology, The NetherlandsSearch for more papers by this authorCornelia Droge, Corresponding Author Cornelia Droge droge@msu.edu Eli Broad Graduate School of Management, Michigan State University, East Lansing, Michigan, U.S.A.Eli Broad Graduate School of Management, Michigan State University, N370 North Business Complex, East Lansing, MI 48824-1122, U.S.A.Search for more papers by this authorSangphet Hanvanich, Sangphet Hanvanich Williams College of Business, Xavier University, Cincinnati, Ohio, U.S.A.Search for more papers by this authorRoger Calantone, Roger Calantone Eli Broad Graduate School of Management, Michigan State University, East Lansing, Michigan, U.S.A.Search for more papers by this author First published: 31 January 2005 https://doi.org/10.1002/smj.450Citations: 507AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat 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. Citing Literature Volume26, Issue3March 2005Pages 259-276 RelatedInformation