Does Marketing Ambidexterity Boost Marketing Performance? Empirical Evidence in Indonesia’s Consumer Goods

Karto Adiwijaya, Sari Wahyuni, Gita Gayatri, Jacky S. Mussry

Research output: Contribution to journalArticlepeer-review

Abstract

In increasingly current market competition, firms need to become ambidextrous and achieve superior performance. An ambidextrous organization is an organization that can focus while simultaneously balancing exploitation and exploration activities. However, the studies of ambidexterity in the context of marketing are still fragmented, and some findings show different effects on firm performance. This research aims to examine the driving factors and consequences of marketing ambidexterity (marketing exploration and exploitation) in Indonesian consumer goods. A single cross-sectional approach with purposive sampling was designed to achieve the objectives. The data were collected from 99 Indonesian consumer goods firms through an offline and online survey and analyzed using SmartPLS 3. The research model evaluates the role of marketing ambidexterity—influenced by market knowledge development, cross-functional marketing capabilities, and perceived task environment—in improving marketing performance. The results reveal that market knowledge development, cross-functional marketing capabilities, and perceived task environment are essential for building marketing ambidexterity. Also, marketing ambidexterity has proven to be a key driver for marketing performance. The study shows the critical role of ambidexterity in the context of marketing and its impact on marketing performance.

Original languageEnglish
JournalJournal of Global Marketing
DOIs
Publication statusAccepted/In press - 1 Jan 2019

Keywords

  • consumer goods
  • cross-functional marketing capabilities
  • market knowledge development
  • Marketing ambidexterity
  • marketing performance
  • perceived task environment

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