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remains. Existing literature largely treats these variables in isolation or explores AIBDA
only as a direct determinant of performance (Yu et al., 2025; Kumar et al., 2025). There is
a profound lack of empirical evidence regarding the moderating role of AIBDA,
particularly within the context of Vietnamese SMEs. Consequently, it remains unclear
whether high levels of AIBDA application are essential for DMCs to successfully translate
into superior export outcomes.
From a dynamic capabilities perspective, AIBDA is more than a technological
resource; it serves as a catalyst that strengthens DMCs. By providing data-driven insights,
AIBDA enables SMEs to sense foreign market changes more rapidly and reconfigure
marketing resources more precisely (Hossain et al., 2022; Cadden et al., 2023). Firms
integrating AIBDA are thus better positioned to convert their marketing capabilities into
export success (Saeed et al., 2023; Brewis et al., 2023; Luu, 2023). Clarifying this
relationship is crucial as Vietnamese SMEs accelerate digital transformation to enhance
their global competitiveness.
Therefore, this study aims to analyze how the components of DMCs impact EP,
specifically focusing on the moderating influence of AIBDA. By doing so, this research
contributes new theoretical insights into how AIBDA enhances DMCs for Vietnamese
SMEs in the digital age, while offering practical guidance for businesses planning effective
digital transformation strategies.
2. Theoretical basis and methodology
2.1. Theoretical basis
2.1.1. Dynamic capabilities view (DCV)
The Dynamic Capabilities View (DCV), an evolution of the Resource-Based View
(RBV) (Wernerfelt, 1984), contends that sustainable competitive advantage in volatile
environments arises not from static resources, but from a firm’s capacity to
proactively sense, seize, and reconfigure resources to adapt to change (Teece et al., 1997;
Newbert, 2008). These dynamic capabilities are deeply embedded in organizational
processes and meet the VRIN criteria (Valuable, Rare, Inimitable, Non-substitutable),
fortifying long-term strategic positioning (Fang & Zou, 2009; Tan & Sousa, 2015).
Dynamic Marketing Capabilities (DMCs) represent a specialized application of DCV
within the marketing domain, enabling firms to innovate strategies and adapt to
international volatility (Morgan et al., 2009; Tan & Sousa, 2015), thereby enhancing
export performance (Yu et al., 2025). Furthermore, DCV elucidates the role of advanced
technologies like AIBDA. While the technology itself may be replicable, the ability to
integrate AIBDA into "smart business capabilities"—such as intelligent automation and
advanced analytics—is unique and difficult to imitate (Abrokwah-Larbi & Awuku-Larbi,
2023; Davenport et al., 2020; Haleem et al., 2022). Consequently, AIBDA serves as a
strategic resource that amplifies dynamic capabilities and drives export success (Tang,
2021).
2.1.2. Dynamic marketing capabilities (DMCs)
In hyper-competitive markets, strategic adaptability and marketing innovation are
critical for survival (Bruni & Verona, 2009). DMCs are cross-functional organizational
processes that allow firms to sense and reconfigure marketing resources to respond to—
and even shape—technological and market shifts to deliver superior customer value
(Bruni & Verona, 2009; Hoque et al., 2020).
DMCs differ fundamentally from traditional operational marketing capabilities.
While traditional functions focus on executing established tactics (e.g., the 4Ps), DMCs

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