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Table 1. Correlations, Reliabilities of the variables in the Model n=300 1 2 3 4 5 6 1 Market orientation 0.932 2 Learning orientation 0.488 0.941 3 Managerial capability 0.540 0.668 0.885 4 Manufacturing capability 0.477 0.540 0.618 0.891 5 Trust 0.532 0.402 0.418 0.351 0.881 6 Agility 0.776 0.524 0.547 0.481 0.486 0.936 Mean 5.335 5.274 5.609 5.449 5.845 5.331 Standard deviation 0.895 0.986 0.816 0.900 0.870 0.857 Note: The diagonal (in italics and bold) shows the Cronbach’s α for each construct Table 2: Regression models for the antecedents of Marketing Agility Variables Model 1 Model 2 β t-value β t-value H1: Market Orientation 0.622*** 13.379 -0.644 -1.103 H2: Learning Capability 0.118** 2.402 1.072*** 2.557 H3: Managerial Capability 0.074 1.396 -0.924 -1.471 H4: Manufacturing Capability 0.055 1.186 0.507 1.322 H5: Trust 0.058 1.361 -0.963* -1.763 H6: Trust x Market Orientation 2.014* 2.134 H7: Trust x Learning -1.405* -2.284 orientation H8: Trust x Managerial 1.768* 1.682 Capability H9: Trust x Manufacturing -0.713 -1.223 Capability R 2 0.640 0.656 Adj R 2 0.634 0.646 F-Ratio 104.454 61.565 Table 3: Investigation of Slopes of Market and Learning Orientation at different levels of Trust Low (t-value) Medium (t-value) High (t-value) Market Orientation 0.6530 (11.1114) 0.6870 (16.5933) 0.7211 (14.0508) Learning Orientation 0.3103 (5.4074) 0.3413 (7.7685) 0.3724 (6.4487) 5. Conclusions In this paper, we identified the four key organizational capabilities, decomposed their effects on the development of agility respectively, and examined the moderating role of trust in such relationships. The proposed model showed that all the four capabilities have positive and significant impacts on agility. Trust moderates the impacts of capabilities on agility, but only for market orientation, learning orientation. That means in a partnership with high level of trust, the contribution of market orientation and learning orientation to the development of agility capability is higher than in a partnership with lower trust. Market orientation and learning orientation are the most critical input to marketing agilitydynamic capability in a partnership. Very surprisingly, data from Chinese manufacturing industries showed that manufacturing capability does not influence the development of agility in the partnership no matter whether the level of trust that exists. This study has several academic contributions in terms of empirically examining dynamic capability, its operationalisation, and the relationship between ordinary capabilities and dynamic capabilities. It extends studies in dynamic capability theory into inter-organizational partnerships. Moreover, the study contributes to the literature related to business issues in China. 144
6. Managerial implication and limitations This research also offers a number of implications that could add to our understanding of competence-centered practices and their contribution to firm agility. China has been considered as one of the biggest emerging markets in the world for its rapid and sustainable development, after the transforming from centralized economy to a more market-orientated economy [51]. Firm agility has become extremely important to keep firms energetic enough to survive in the dynamic global environment. This study has tested one moderator—trust, which is only one aspect of the partnership connection, in the cooperation process. Other factors, such as type of partnership, length of the partnership, conflict management, commitment, et al., may indicates various degree of influences on the capabilities’ contribution to dynamic capability development. References: [1]. Castanias, R. P., & Helfat, C. E. (2001). The managerial rents model: theory and empirical analysis. Journal of Management, 27(6), 661-678. [2]. Crant, J. M. (2000). Proactive behaviour in organizations. Journal of Management, 26(3), 435-462. [3]. Cullen, J. B., Johnson, J. L., & Sakano, T. (2000). Success through commitment and trust: the soft side of strategic alliance management. Journal of World Business, 35(3), 223-241. [4]. Danneels, E. (2008). Organizational antecedents of second-order competences. Strategic Management Journal, 29(5), 519-543. [5]. Das, T. K., & Teng, B.-S. (2000). A resource-based theory of strategic alliances. Journal of Management, 26(1), 31-61. [6]. Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(1), 37-52. [7]. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10/11), 1105-1121. [8]. Eisenhardt, K. M., & Schoonhoven, C. B. (1996). Resource-based view of strategic alliance formation: strategic and social effects in entrepreneurial firms. Organization Science, 7(2), 136- 150. [9]. Fahy, J., Hooley, G., Cox, T., Beracs, J., Fonfara, K., & Snoj, B. (2000). The development and impact of marketing capabilities in central Europe. Journal of International Business Studies, 31(1), 63-81. [10]. Griffith, D. A., & Harvey, M. G. (2001). A resource perspective of global dynamic capabilities. Journal of International Business Studies, 32(3), 597-607. [11]. Grobler, A., & Grubner, A. (2006). An empirical model of the relationships between manufacturing capabilities. International Journal of Operations & Production Management, 26(5), 458-485. [12]. Gunasekaran, A. (1999). Agile manufacturing: A framework for research and development. International Journal of Production Economics, 62(1/2), 87-105. [13]. Helfat, C. E., & Peteraf, M., A. (2003). The dynamic resource-based view: capability lifecycles. Strategic Management Journal, 24(10), 997-1010. [14]. Harris, D., & Helfat, C. E. (1997). Specificity of CEO human capital and compensation. Strategic Management Journal, 18(11), 895-920. [15]. Hitt, M. A., Ahlstrom, D., Dacin, M. T., Levitas, E., & Svobodina, L. (2004). The institutional effects on strategic alliance partner selection in transition economies: China vs. Russia. Organization Science, 15(2), 173-185. [16]. Hitt, M. A., Bierman, L., Shimizu, K., & Kochhar, R. (2001). Direct and moderating effects of human capital on strategy and performance in professional service firms: a resource-based perspective. Academy of Management Journal, 44(1), 13-28. [17]. Hitt, M. A., Dacin, M. T., Levitas, E., Arregle, J.-L., & Borza, A. (2000). Partner selection in emerging and developed market contexts: resource-based and organizational learning perspectives. Academy of Management Journal, 43(3), 449-467. 145
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The 3 rd VACPS Research Workshop Pr
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Organizing Committee Victorian Asso
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