Dynamic capabilities and their impact on research organizations’ R&D and innovation performance

Abstract

Purpose

The purpose of this paper is to reveal and justify influential factors of dynamic capabilities on research organizations’ R&D and innovation performance.

Design/methodology/approach

Adoption of seminal D. Teece’s (1997) concept of dynamic capabilities and operationalized matrix of key performance indicators in the area of R&D and innovation allowed the construction of the strategic management model for research organizations, consequently tested by methods of statistical analysis.

Findings

The empirical findings reveal that there exists positive influence of the dynamic capabilities on research organizations’ R&D and innovation performance. Explicitly, sensing, seizing and re-configuring dimensions of dynamic capabilities have positive impact on R&D and innovation results; consequently, the peculiarities of their inter-dependencies are identified.

Research limitations/implications

Delivered research is based on the investigation of Lithuanian research organizations’ dynamic capabilities and their impact on their R&D and innovation performance. Therefore, further research could be extended to foreign countries.

Practical implications

The model on management of research organization’s dynamic capabilities with the aim for better R&D and innovation performance is conceptualized and specified hereinafter. In the course of the research, constructed toolkit to eventually measure research organization’s R&D and innovation performance or use it as the set of key performance indicators in the benchmarking exercise is suggested.

Originality/value

The paper is one of the first to suggest novel application of dynamic capabilities’ view within the domain of research organizations.

Citation

Babelytė-Labanauskė, K. and Nedzinskas, Š. (2017), "Dynamic capabilities and their impact on research organizations’ R&D and innovation performance", Journal of Modelling in Management, Vol. 12 No. 4, pp. 603-630. https://doi.org/10.1108/JM2-05-2015-0025