Staying Ahead of the Curve: How Dynamic Capabilities Drive Marketing’s Paradigm Shift

In today’s volatile business landscape, change isn’t just constant; it’s accelerating. As I dove into the bibliometric analysis, “Studying Paradigm Shift and Dynamic Marketing Capabilities Research,” I realised the profound intellectual challenge facing modern marketers: how do we maintain a competitive edge when the very foundations of marketing are being fundamentally reshaped?,.

This paper provides a critical roadmap, using quantitative analysis to map the history, thought leaders, and future trajectory of dynamic marketing capabilities (DMCs) and the associated paradigm shifts,. By examining publications indexed in Scopus from 1991 to 2023, the authors have essentially given us a data-driven blueprint for understanding agility in marketing,.

The Core Interaction: Shifts that Demand Agility

The paper is structured around two central, interconnected theoretical constructs: Paradigm Shifts and Dynamic Capabilities.

Understanding the Shift

Historically, marketing aligned with the American Marketing Association’s (AMA) 1985 guidelines, focusing heavily on the “marketing mix” (Product, Price, Promotion, Distribution). However, as the research shows, this transactional view is largely outdated, giving way to a “new paradigm”.

A Paradigm Shift represents a fundamental transformation in the assumptions, beliefs, and methodologies of the field,. The sources highlight that these shifts are now primarily being driven by powerful exogenous forces: Digitalisation, Artificial Intelligence (AI), and Sustainability,,. For instance, the rise of AI is changing not only strategies but also how businesses understand consumer behaviour and measure success.

The Dynamic Response

If a paradigm shift is the need for change, Dynamic Capabilities are the ability to execute it,. Dynamic Capabilities Theory, originally proposed by Teece and colleagues, emphasises a firm’s capacity to adapt quickly by integrating, constructing, and reconfiguring internal and external capabilities. This ability is essential for navigating market changes and sustaining a competitive edge,.

The paper stresses that the relationship is reciprocal: paradigm shifts necessitate the development of DMCs, and the presence of DMCs allows organisations to recognise and capitalise on these shifts effectively. Dynamic capabilities act as the crucial “sense, seize, and transform” pathway through which firms reconfigure their marketing resources to maintain strategic agility,.

Key Takeaways for Scholars and Practitioners

The bibliometric analysis conducted using tools like VOSviewer and Biblioshiny offered critical insights into the intellectual structure of the field,:

1. Foundational Influencers: The Rise of Relationships

The most cited authors identified in the research—Grönroos, Brodie, and Gummesson—are seminal figures who drove the paradigm shift toward Relationship Marketing,. Grönroos’s work, in particular, established the foundational theory of dynamic capabilities within the marketing discipline, focusing on service innovation and long-term customer relationships,. This historical shift from transactional exchange to customer-centric relationships remains a core principle today,.

2. Dominant Themes and Emerging Trends

The analysis revealed three dominant research streams: dynamic marketing capabilities, relationship marketing, and digital transformation. However, the thematic mapping (Image 1, below) is where the future comes into sharp focus.

Image 1: Thematic Map Quadrants (Conceptual) This image, based on Figure 4 in the study, visually plots research themes based on their Centrality (influence) and Density (interconnectedness).

• Established Pillars (Q1): Topics like marketing theory and commerce are well-explored foundations.
• Specialist & Emerging (Q2): This quadrant contains AI in marketing, digital marketing, and social media marketing. These themes represent the cutting edge, indicating a conceptual transition toward data-driven, flexible strategies,.
• Foundational (Q4): Core concepts like relationship marketing, branding, and consumer behavior remain the backbone of the discipline, though they are partially overshadowed by more dynamic, technology-driven themes.

3. Technology as the Primary Driver

The conceptual model presented in the study confirms that AI, Digital Marketing, and Sustainability are the primary exogenous drivers. The strongest linkages found were between AI and Dynamic Capabilities, indicating that technology-intensive disruptions are now the main triggers forcing firms to renew their capabilities. This means adaptability is inseparable from technology adoption,.

Helping Product Marketing Managers (PMMs) Thrive

The integration of paradigm shifts and DMCs offers particularly relevant, actionable insights for Product Marketing Managers (PMMs). PMMs sit at the intersection of product, market, and customer, making them key players in executing organizational agility.

Key Takeaways for PMMs:

1. Prioritise Sensing Capabilities: A PMM’s job is to understand the market. The ability to sense (detect shifts in the market and emerging opportunities) is the first step of DMCs. PMMs must constantly monitor the external environment for changes driven by AI (e.g., how AI changes content consumption) or sustainability (e.g., customer demand for environmentally conscious products),.
2. Translate Shifts into Capabilities (Seizing): Once a shift is sensed (e.g., noticing a competitor leveraging new AI tools for personalisation), the PMM must initiate the process of seizing that opportunity. For example, integrating AI-based tools into the marketing strategy is both a paradigm shift and a necessary dynamic capability. PMMs must ensure their product’s messaging and go-to-market strategy reflect the ability to adopt and optimise these new tools.
3. Focus on Digital and Social Media Marketing (Q2): Thematic mapping places digital and social media marketing in the emerging/specialist quadrant. PMMs need to view these areas not just as tactical channels, but as core dynamic capabilities that enhance customer relationship management (CRM) and overall firm performance,,.
4. Embrace Responsibility and Ethics: The shift toward sustainability and corporate social responsibility (CSR) is prominent,. PMMs must understand that marketing is becoming more ethically informed, and they should integrate responsible practices into product positioning, brand management, and consumer engagement strategies,.

Conclusion: Agility as a Competitive Advantage

This bibliometric study clarifies that dynamic marketing capabilities are not a fleeting trend; they are the essential architecture firms need to respond to relentless market disruptions,. For marketing professionals, particularly PMMs, the practical takeaway is clear: success requires a commitment to continuous learning and adaptation. By developing the capabilities to sense, seize, and transform in response to major paradigm shifts like AI adoption and sustainability demands, organizations can move beyond merely reacting to change, allowing them to remain relevant and competitive in an ever-evolving market environment,,.

Cultivating dynamic capabilities in marketing is like learning to sail in a storm: you don’t wait for the water to calm; you learn how to adjust your sails and rudder instantly to harness the disruptive winds.