000			02058naa a2200277uu 4500
001			6041810503221
003			OSt
005			20190211161056.0
008			060418s2006 xx ||||gr |0|| 0 eng d
100	1		_aSONG, Michael _910187
245	1	0	_aMarketing and technology resource complementarity : _ban analysis of their interaction effect in two environmental contexts
260			_aUK : _bWiley, _cMarch 2005
520	3		_aThe 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.
650		4	_aDynamic marketing _924817
650		4	_atechnological capabilities _917346
650		4	_aResource-based theory _924818
650		4	_aInteraction effect _924819
650		4	_aSEM _924820
700	1		_aDROGE, Cornelia _917604
700	1		_aHANVANICH, Sangphet _924821
700	1		_aCALANTONE, Roger _924822
773	0	8	_tStrategic Management Journal _g26, 3, p. 259 - 276 _dUK : Wiley, March 2005 _xISSN 0143-2095 _w
942			_cS
998			_a20060418 _b1050^b _cNatália
998			_a20140813 _b1005^b _ckarina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15654 _d15654
041			_aeng