Digital Marketing and Digital Capabilities

Dear Colleagues,

The changing business ecosystem and the major transformations that organizations are experiencing today have a common denominator—digital transformation. This development is actively reshaping the society as a whole. Digital transformation is pervasive, and all business or social activities are now generating a corresponding digital data event. The relevance of the phenomenon is well depicted by the so called “big data challenge”, where digital capabilities, marketing practices, and IT architectures have to be redefined so as to properly extract value. The implications for organizations of both digital transformation and digital capabilities are enormous, and require the development of proper dynamic marketing capabilities for making and managing real-time data. Past literature on marketing capabilities have evolved from static and internally-driven approaches, to more dynamic, open, and outside–in approaches rooted in the theory of dynamic capabilities (DC; Day, 2011; Teece, Pisano, and Shuen, 1997), seeking the development of marketing capabilities able to respond to a fast-changing environment (Bruni and Verona, 2009).

The objective of this Special Issue is to analyze how companies are adopting digital technology and marketing capabilities to gain more insight into the factors concerned with the sustainability of business models and actions on the internet.

References

Cabiddu F., De Carlo M., Piccoli G., (2014) Social Media Affordances: Enabling Customer Engagement, Annals of Tourism Research, , Volume 48, September 2014, Pages 175-192, ISSN 0160-7383.

Day, G.S. (2011). Closing the marketing capabilities gap. Journal of Marketing, 75(4), 183–195.

Floreddu P., Cabiddu F., Evaristo R. (2014). Inside your social media’ring: How to optimize online corporate reputation, Business Horizon, Volume 57, Issue 5, 2014, 737-745. ISSN: 0007-6813 DOI 10.1016/j.bushor.2014.07.007

Frau, M., Cabiddu, F., & Muscas, F. (2018). When Multiple Actors' Online Interactions Lead to Value Co-Destruction: An Explorative Case Study. In I. Lee (Ed.), Diverse Methods in Customer Relationship Marketing and Management (pp. 163-180). Hershey, PA: IGI Global.

Moi L., Cabiddu F., Frau M. (2019) Towards the Development of an Agile Marketing Capability. In: Cabitza F., Batini C., Magni M. (eds) Organizing for the Digital World. Lecture Notes in Information Systems and Organisation, vol 28. Springer, Cham.

Teece, D., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4), 13–35.

Teece, D.J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic management journal, 28, 1319–1350.

Teece, D.J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509–533.

Traboulsi C., Frau M., Cabiddu F., (2018) "Active seniors perceived value within digital museum transformation", The TQM Journal, Vol. 30 Issue: 5, pp.530-553

Prof. Francesca Cabiddu
Guest Editor

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