Resource-based theory (RBT) posits that firm performance is the result of how firms manipulate their resources and dynamic capabilities to achieve performance goals. Research to date has not focused enough on the relationship between brand innovation, product differentiation (as a marketing construct), and market share (as a performance metric). This is surprising given both the relatively large amount of academic research in each of these three areas, and the emphasis placed on each by industry practitioners. We bridge this gap in the extant literature by empirically validating the relationship between these phenomena and find that brand oriented dynamic marketing capabilities have limited effect on performance metric – market share. These findings are useful for both academics and practitioners because they address new and future research. In doing so, we advance the firm performance and branding literature with extension in the resource-based theory.

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DMC, market share