IMC capability: antecedents and implications for brand performance

Abstract

Purpose Drawing on the resource-based view, this paper aims to investigate how a firm’s integrated marketing communication (IMC) as a capability is influenced by the organisational antecedents of learning orientation (LO), market orientation (MO) and brand orientation (BO). Further, the research examines how an IMC capability influences brand performance and whether these relationships are influenced by brand size. Design/methodology/approach Based on survey data from 187 managers responsible for brand communications, this paper applies structural equation modelling using SmartPLS3 to assess hypothesised relationships. Findings IMC capability is directly influenced by BO but not by MO and LO; these have important indirect effects. Size does not moderate key relationships but directly affects IMC capability. Research limitations/implications Organisational antecedents play an important role in shaping IMC capability and ultimately brand performance. Future researchers should consider a larger sample of brands and firms, IMC capability building in small firms and longitudinal design to evaluate the effects of IMC capability. Practical implications BO is nested in and complementary to learning and MO, and thus cannot stand alone. Developing an IMC capability is critical for translating the benefits of organisational orientations into performance outcomes. IMC capability links MO and BO to firm performance. Appropriate resourcing is critical for success, as it has implications for developing other resources and capabilities. Originality/value This study empirically establishes for the first time a relationship between critical organisational antecedents of LO, MO and BO, their influence on IMC capability and subsequently on brand performance.