Building dynamic capabilities for international marketing knowledge management

Purpose – By using the lens of knowledge-based view (KBV) and focusing on individual loci of knowledge, the
present study addresses whether marketing knowledge management (MKM) is rooted in individual dynamic
capabilities (DCs) and consequently whether it has a close relationship with the three main DCs, namely, the
ability to solve a problem (substantive capability); the adaptation to rapid changes (adaptative capability); and
the ability to change the way individuals solve problems (change capability).
Design/methodology/approach – The present study aimed to examine the effects of MKM (the quantitative
variable) on DCs (the quantitative variables). Drawing on the relevant literatures, the researchers have
developed a model that defines the subjects of the empirical test. To do this, the authors opted for a hypotheticodeductive approach, which is commonly used in quantitative studies. The empirical analysis involved a linear
regression and a sample of 105 managers of Italian companies operating in the knowledge intensive sector.
Findings – Substantive, adaptive and change capabilities were all positively correlated with MKM. The
results indicate the significant need for individual DCs to improve business performance in terms of creativity,
innovation, and flexibility in response to market changes.
Originality/value – The authors show that individual MKM has a strong relationship with individual DCs
when the employees have the capacity to solve problems, adapt, and change. In turn, managers are strategically
creative and imagine future possibilities in the international marketing sphere. This includes procedures and
routines to learn in local markets. The study also stresses the fact that individuals represent the primary loci of
knowledge.