The Integration of Dynamic Capabilities and Resource‐based View: A Comprehensive Model for Competitive Advantage in Cross Industries
Abstract
With rapid changes in global economic development, technological advancement, and industry competition, acquiring dynamic capabilities to build a competitive advantage has become a top priority for companies seeking success. Drawing on the resource‐based view and dynamic capabilities theory, this study develops and validates a research model that explains how such higher‐order capabilities enhance competitive advantage through marketing capabilities and examines the moderating roles of social competition among employees and organizational power. A quantitative survey was conducted with 238 executives from listed firms in Taiwan. The results reveal that dynamic capabilities significantly enhance a company's competitive advantage by shaping marketing capabilities, with organizational power and social competition moderating these relationships. These findings contribute to the strategic management literature by advancing our knowledge of how marketing capabilities, company‐level organizational power, and individual‐level social competition play crucial roles in converting dynamic capabilities into competitive advantage. By integrating the resource‐based view and dynamic capabilities theory, this work advances our theoretical understanding of how businesses nurture and sustain competitive advantage. Practically, managers should strategically build dynamic capabilities and enhance their translation into superior competitive positioning through marketing capability, particularly under conditions of constructive social competition and effective organizational power.