Dynamic Capability and Marketing Strategy as Determinants of Organizational Performance

Abstract

The increasingly dynamic economic environment requires organizations to develop adaptive capabilities and effective strategic initiatives to maintain competitiveness and improve performance. This study aims to examine the relationship between dynamic capability, marketing strategy, and organizational performance through a descriptive qualitative approach. The research employed a literature-based method by analyzing scholarly publications indexed in Google Scholar from the last five years. Data were collected through a systematic review process and analyzed using content analysis techniques to identify patterns, empirical findings, and research gaps related to the investigated variables. The findings indicate that dynamic capability enhances organizational adaptability, innovation, and strategic responsiveness, while marketing strategy strengthens customer value creation, market positioning, and competitive advantage. The study also reveals that the influence of dynamic capability on organizational performance is not always direct and often depends on complementary organizational factors. Furthermore, the integration of dynamic capability and marketing strategy provides a more comprehensive explanation of organizational performance than either factor individually. These findings contribute to strategic management literature and offer practical insights for organizations operating in dynamic economic environments.