Dynamic capabilities: the missing link in CRM investments

Stan Maklan · Simon D. Knox

93 citations0/0 files storedEuropean Journal of Marketing

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Innovation and Knowledge Management Customer Service Quality and Loyalty Corporate Governance and Management

Abstract

Purpose The purpose of this paper is to illustrate the practical application of dynamic capabilities theory to improve investment decisions in customer relationship management (CRM). Design/methodology/approach Action research (AR) allows managers to raise the tacit knowledge of their dynamic capabilities to a level where they can be identified and developed. A framework and a process for managing dynamic capabilities in marketing are presented. Findings The findings relate to the nature of dynamic capabilities in marketing and how they are managed. Practical implications Marketing managers can improve the return on investments in CRM. Originality/value The paper presents a method for applying dynamic capabilities drawn from the resource‐based view (RBV) to practical marketing problems.

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1997Dynamic capabilities and strategic management 1985A Conceptual Model of Service Quality and Its Implications for Future Research 1989Building Theories from Case Study Research 2000Dynamic capabilities: what are they?2003Evolving to a New Dominant Logic for Marketing 2009Building theories from case study research

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