Focusing on a firm-level analysis, the RBV suggests that differences in firm capabilities are primarily the result of resource heterogeneity across firms (Peteraf, 2006). Firms that manage to accumulate rare, valuable, non-substitutable, and imperfectly imitable resources and capabilities will gain an advantage over competitors (Barney, 1996). A distinction is normally made between resources and capabilities, as "resources are stocks of available factors owned or controlled by the organization and capabilities are the ability of an organization to deploy resources" (Freiling, 2008). Resources tend to be tradable in markets and can be divided into tangible assets, such as financial and physical capital, and intangible assets, such as human and organizational capital (Barney, 1986). In contrast, capabilities reside in routines that are inherently intangible and embedded in the firm, and therefore cannot be traded in factor markets ( Kogut & Zander, 1992 ). Based on the evolutionary theory of a company, the innovation capabilities approach for a company emerged. as an extension of the RBV. Specifically, the processes to integrate, reconfigure, acquire and release resources, use resources to match, and even create market changes (Eisenhardt & Martin, 2000). Furthermore, they are vital for gaining and sustaining a competitive advantage in industries where both technology and markets change (Verona & Ravasi, 2003). As such, they are considered antecedent organizational and strategic routines that allow managers to acquire resources, which they then modify, integrate, and recombine to generate new value creation strategies. Eisenhardt and Martin (2000) and Zahra and George (2002) argue that a company's routines or processes, organizational culture, and information technology advancement can form unique innovation capabilities that enable the organization to make strategic changes which give it the flexibility necessary to operate in innovation. markets. Lawson and Samson (2001) applied an innovation capabilities approach to the study of innovation. Many authors have highlighted the differences between an organization's established or traditional activities and its innovative or new flow activities (Badawy, 1993). Lawson and Samson (2001) proposed a model that operationalizes this global innovation capability as seven elements: vision and strategy; leverage the skills base; organizational intelligence; management of creativity and ideas; organizational structure and systems; culture and climate; and technology management. The concept of innovation capability has proven useful in some other areas of marketing. Previous studies considered its use in the analysis of a firm's international expansion (Griffith & Michael, 2001; Grant, 1996), while Hart and Sharma (2004) analyzed the capabilities required to face the challenges of globalized markets and rapidly changing..