The Effect of Dynamic Marketing Capabilities on Startup Performance (Case Study: Art Incubators)

Mahdi Aliyari

doi:10.63053/ijmea.64

Authors

Mahdi Aliyari Management Department, Business Management major, Islamic Azad University, Central ‎Tehran Branch, Iran

DOI:

https://doi.org/10.63053/ijmea.64

Keywords:

Art Incubator, Dynamic Marketing Capabilities, Performance, Absorption Capacity

Abstract

Nowadays, art has a special place in global economies and the important role of artists in the economic and social development of societies is fully accepted. Accordingly, the existence of supporting structures in the field of art seems necessary. One of these supporting structures is art incubators. Dynamic marketing capabilities provide startups with a platform and market knowledge that allows them to achieve their goals and contribute to the Competition to survive. In the present study, focusing on art incubators, the effect of dynamic marketing capabilities on startup performance has been investigated. This quantitative study uses a questionnaire to request responses from respondents who use the services of commercial incubators. A total of 100 entrepreneurs from the Art Incubator at the University of Isfahan participated in the online survey. The research model was analyzed based on the structural equation modeling approach using Smart PLS software version 3. The results show that startup performance is significantly influenced by dynamic marketing capabilities (β=0.937, P>0.00). Regarding uptake capacity, both dimensions showed a significant effect on startup performance: potential uptake capacity (β = 0.251, t = 7.932, P >0.00) and realized uptake capacity (β = 0.177, t = 5.409, 0.00>P). For knowledge management, all three dimensions (knowledge acquisition, knowledge dissemination, and knowledge responsiveness) showed a significant impact on startup performance, the role of dynamic capabilities is a strategic necessity to guide, support, and manage resources in order to create a sustainable competitive advantage and achieve superior performance, and it creates a key insight for managers to strengthen their position in the market by abandoning traditional approaches, focusing on core competencies Art incubators should pave the way for the future of the country.

References

• Bahmani, A., Aslani, F. (2010). & Mousavizadeh, S.R. Investigating the factors affecting the performance of businesses in the Science and Technology Park. Journal of Innovation Management and Operational Strategies, Vol. 2, No. 4 , 2012, 350-365.

• Ahmed, D., Salloum, S. A. and Shaalan, K. (2021). Knowledge management in startups and SMEs: A systematic review. Recent Advances in Technology Acceptance Models and Theories. 40(2021). 389-409.

• Ayatse, A., Kwahar, N. And Iyortsuun, S. (2017). Business incubation process and firm performance: An empirical review. Journal of Global Entrepreneurship Research.

• Blank, S. and Dorf, B. (2012). The startup owner’s manual: The stepby-step guide for building a greatcompany. Pennsauken, NJ, USA: Book Baby.

• Cao, Z., Cunningham, L. F., Gao, W. and Liu, Y. (2023). The downsides of specialization: The impact of business incubator’s specialization on startups’ R&D efficiency and venture capital financing. R&D Management. 54(2023).39-59.

• Ciszewska-Mlinarič, M., Siemieniako, D. Shadi Wójcik, P. (2023). International dynamic marketing capabilities and international performance during the pandemic: A study of export manufacturers from Poland. International Marketing Review.

• Easterby-Smith, M. and Prieto, M. (2008). Dynamic capabilities and knowledge management: Anintegrative role for learning? British Journal of Management. 19(2015). 235-249.

• Fang, E. and Zou, S. (2009). Antecedents and consequences of marketing dynamic capabilitiesin international joint ventures. Journal of International Business Studies. 40(2009). 742-761

• Flatten, C., Engelen, A., Zahra, A. and Brettel, M. (2011). A measure of absorptive capacity: Scale development and validation. European Management Journal. 29(2011).98-116.

• Games, D., Kartika, R., Sari, D. K. and Assariy, A. (2021). Business incubator effectiveness and commercialization strategy: A thematic analysis. Journal of Science and Technology Policy Management. 12(2021). 176-192.

• Gray, C. (2006). Absorptive capacity, knowledge management and innovation in entrepreneurial small firms. International Journal of Entrepreneurial Behavior & Research. 12(2006). 345-360.

• Kachouie, R., Mavondo, F. and Sands, S. (2018). Dynamic marketing capabilities view on creatingmarket change. European Journal of Marketing. 52(2018).1007-1036

• kahn, M.(1995). An Introduction to Arts Incubators. National Association of Local Arts

Agencies Monographs.3 (1995). 1-16.

• Krpálek, P.and Krpálková Krelová, K. (2016). Possibilities for developing business potential ineconomic education. Examples of implementation in Slovakia and the Czech Republic. Economics and Sociology, 9(2016), 119-133.

• Krumina, I., Krumins, G. and Rozentale, S. (2015). Vidzeme region of Latvia: Knowledge management in micro enterprises. Procedia – Social Behavior Sciences. 213 (2015). 781-786.

• López-Nicolás, C., & MeroñoCerdán, Á. (2011). Strategic knowledge management, innovation and performance. International Journal of Information Management. 31(2011). 502-509.

• Mitręga, M. (2020). Dynamic marketing capability – Refining the concept and applying it to company innovations. Journal of Business & Industrial Marketing. 35(2020).193-203.

• National Business Incubation Association (NBIA). (2009). What is business incubation?

• National Business Incubation Association (NBIA). (2014). The history of business incubation: Whatis business incubation?.

• Pérez-Cabañero, C., Cruz-Ros, S. and González-Cruz, T. (2015). The contribution of dynamicmarketing capabilities to service innovation and performance. International Journal of BusinessEnvironment. 7(2015). 61-78.

• Peters, L., Rice, M. and Sundararajan, M.(2004). The Role of Incubators in the Entrepreneurial Process. Journal of Technology Transfer.29 (2004). 83-91.

• Priem, R. and Butler, J. (2001). Isthe resource-based ‘view’ a useful perspective for strategic management research? Academy ofManagement Review, 26(2001), 22-40.

• Pinto, C. and Rua, O. (2023). Incubators’ practices influence in the born global startup’s internationalization process. Journal of Open Innovation: Technology, Market, and Complexity. 9(2023).100134

• Silvianita, A. and Pradana, M. (2022). Absorptive capacity and knowledge management as antecedents to innovation capability. Journal of Innovation and Entrepreneurship.

• Teece, D., Pisano, G. and Shuen, A. (1997). Dynamic capabilities and strategic management. StrategicManagement Journal. 18(1997). 509- 533.

• Voisey, P., Gornall, L., Jones, P., & Thomas, B. (2006). The measurement of success in a business incubation project. Journal of Small Business and Enterprise Development. 13(2006). 454-468.

• Wang, H. and Yang, Y. (2016). Investigating the success of knowledge management: Anempirical study of small and medium-sized enterprises. AsianPacific Management Review. 21(2016).79-91.