Organizational Innovation Capability: Creating and Appropriating Value in Channel Relationships

This paper examines the interplay between organizational innovation and competitive superiority in the context of channel management by adopting a capabilities view. The relevance for channel marketing and management scholars is that we developed an environment-strategy-value contingency model to address the focal phenomenon. Our empirical results clearly support the key argument that managerial and technological innovations play an essential role in understanding how competitive superiority is achieved in constantly evolving marketing channels. As such, our contingency factors involved have a significant intermediate role in each of the research contexts examined indicating that the innovation capability has a channel specific profile.