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dc.contributor.authorLee, Hea
dc.date.accessioned2024-01-09T23:48:03Z
dc.date.available2024-01-09T23:48:03Z
dc.date.issued2023en_AU
dc.identifier.urihttps://hdl.handle.net/2123/32084
dc.description.abstractCloud computing growth has driven the adoption of the Software-as-a-Service (SaaS) model, delivering business software to B2B buyers through cloud-based subscriptions. Despite existing research on the SaaS model, non-technological determinants in B2B marketing literature have received limited attention. This study, grounded in Dynamic Capability Theory (DCT), investigates how adaptive marketing capabilities, organisational ambidexterity, and website interactivity affect SaaS performance. A survey of 426 SaaS providers across Asia, Australia, and the United States reveals four key findings: exploitation capabilities mediate the link between adaptive marketing capabilities and SaaS performance; the effects of adaptive marketing capabilities on SaaS performance are mediated through website interactivity; SaaS providers need both exploration and exploitation capabilities, combined with website interactivity, for enhanced SaaS performance; and in conditions of high market and technological uncertainty, simultaneous pursuit of exploration and exploitation capabilities and website interactivity enhance SaaS performance. The study contributes to the B2B marketing literature, focusing on enhancing SaaS performance by utilising dynamic capabilities. Consistent with DCT, the study challenges established beliefs, emphasising that exploitation capabilities alone can enhance SaaS performance, contrary to the traditional emphasis on the simultaneous interaction of exploration and exploitation capabilities. The research underscores the significance of website interactivity as a higher-order dynamic capability, along with exploration and exploitation capabilities, offering valuable insights for SaaS providers to excel in turbulent markets. Additionally, the study introduces and validates social interaction as a fourth dimension of website interactivity, expanding the understanding of this critical aspect in the B2B SaaS context.en_AU
dc.language.isoenen_AU
dc.subjectSoftware-as-a-Serviceen_AU
dc.subjectSaaSen_AU
dc.subjectB2B marketingen_AU
dc.subjectcloud computingen_AU
dc.subjectplatformen_AU
dc.subjectinternet firmsen_AU
dc.titleThe Effects of Adaptive Marketing Capabilities Organisational Ambidexterity and Website Interactivity on SaaS Performanceen_AU
dc.typeThesis
dc.type.thesisDoctor of Philosophyen_AU
dc.rights.otherThe author retains copyright of this thesis. It may only be used for the purposes of research and study. It must not be used for any other purposes and may not be transmitted or shared with others without prior permission.en_AU
usyd.facultySeS faculties schools::The University of Sydney Business School::Discipline of Marketingen_AU
usyd.degreeDoctor of Philosophy Ph.D.en_AU
usyd.awardinginstThe University of Sydneyen_AU
usyd.advisorMatanda, Margaret


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