Examining the Relationship between Marketing Capability and Innovation

Document Type: Original Research


PhD Student of Business Management, Yazd University, Yazd, Iran


The need for organizations to innovate comes from increasing competition and customer demands and new market areas. In today’s complex and turbulent environment the need for innovation in products and processes is widely recognised. For firms competing in a global market place, innovations play an increasingly vital role in achieving superior performance. Marketing capability is considered to be an important factor to innovation and enhance competitive advantage of firms. The present paper intended to study the relationship between marketing capability and innovation. The  study  was  conducted  through  descriptive-applied  method  and  standard  questionnaire  was  tool  of  data  collection. The statistical population included 80 managers of stone and mining industry in Isfahan that among whom 70 persons were studied as research sample using Cochran formula.  The results revealed that there is a positive and significant relationship between marketing capability and innovation.


Afzal, S. (2009). “Marketing Capability, Strategy and Business Performance in Emerging Markets of Pakistan “IUB Journal of Social Sciences and Humanities Vol.7 No.2.
Battisti, G., & Stoneman, P. (2010). How innovative are UK firms? Evi dence from the fourth UK community innovation survey on synergies between technological and organizational innovations. British Journal of Management, 21, 187 – 206.
Damanpour, F. and Gopalakrishan, S. (2001). The dynamics of the adoption of product and process innovations in organizations.  Journal of Management Studies, 38 (1), 45-65.
Damanpoure, F. (1991). “Organizational innovation: a meta-analysis of determinants and moderators”, Academy of Management Journal. 34(3): 555-590.
Day, G.S. (1994). The capabilities of the market-driven organization. Journal of Marketing 58, 37–51.
Greenley, G.E., Hooley, G.J. and Rudd, J.M. (2005). “Market orientation in a multiple stakeholder orientation context:implications for marketing capabilities and assets”, Journal of Business Research 58 (2005) 1483 – 1494.
Genc, N., ozbag, G.K., Esen, M. (2013). “Resource based view and the impacts of marketing and production capabilities on innovation”, Journal of Global Strategic Management, NO. 14, P.24-35.
Hutt, M.D., Reingen, P.H. and Ronchetto, J. (1988) Tracking emergent processes in marketing strategy formation.  Journal of Marketing, 52 (January), 4–19.
Morgan, N. A., Vorhies, D. W. and Mason, C. H. (2009). “Market orientation, marketing capabilities, and firm performance”, Strategic M anagement Journal, 30: 909 – 920 (2009).
O’Casey, A., & Weerawardena, J. (2010). “The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance”, Industrial Marketing Management 39 (2010) 571 –581.
Schumpeter, J. (1934). The theory of economic development. Cambridge, MA: Harvard Univer-sity Press.
Shin, S. and Aiken, K.D. (2012). “The mediating role of marketing capability: evidence from Korean companies”, Asia Pacific Journal of Marketing and Logistics, Vol. 24 No. 4, pp. 658-677.
Tranfield, D., Young, M., Partington, D., Bessant, J. and Sapsed, J. (2003). “Knowledge management routines for innovation projects: developing a hierarchical process model”, International Journal of Innovation Management, Vol. 7, No. 1, pp. 27– 49.
Utterback, J. and Abernathy, W. (1975). A dynamic model of product and process innovation. Omega, 3(3), 639-656.
Weerawardena, J. (2003). The role of marketing capabilities in innovation-based competitive advantage. Journal of Strategic Marketing. Vol.: 11, pp.: 15-35.
Zirger B. J. and Maidique M. A. (1990). A Model of New Product Development: An Empirical Test, Management Science, V (36), No. (7), pp.867-883.