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Article
Publication date: 18 May 2012

Shih‐Yi Chien and Ching‐Han Tsai

This paper seeks to apply the dynamic capability framework to explore why store managers within the same chain of restaurants perform differently. Specifically, this paper argues…

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Abstract

Purpose

This paper seeks to apply the dynamic capability framework to explore why store managers within the same chain of restaurants perform differently. Specifically, this paper argues that knowledge resources and learning mechanisms are critical to the development of dynamic capabilities.

Design/methodology/approach

The approach takes the form of an empirical data analysis. Hypotheses are tested on 132 store managers in a leading fast‐food restaurant chain in Taiwan.

Findings

The findings indicate that dynamic capabilities increase store performance, and that both knowledge resources and learning mechanisms have a positive effect on dynamic capabilities. In addition, the effect of knowledge resources on dynamic capabilities is partially mediated by the type of learning mechanism.

Practical implications

Store managers must be able to develop dynamic capabilities if they are to deal with the rapidly changing environment they are facing. Knowledge resources and learning mechanisms both improve the development of dynamic capabilities.

Originality/value

This paper conceptualizes and empirically tests the relationships between knowledge resources, learning mechanisms, dynamic capabilities, and performance in the restaurants of a fast‐food chain. In addition, this paper investigates how dynamic capabilities work from a process perceptive by examining the mediation effect of the learning mechanisms.

Details

Journal of Organizational Change Management, vol. 25 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 13 March 2024

Byung-Gak Son, Samuel Roscoe and ManMohan S. Sodhi

This study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have?

Abstract

Purpose

This study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have?

Design/methodology/approach

We examine this question through the lens of dynamic capabilities with sensing, seizing and reconfiguring capacities. The research team interviewed 15 individuals from 12 humanitarian organizations that had (a) different geographic scopes (global versus local) and (b) different missions (emergency response versus long-term development aid). We also gathered data from secondary sources, including standard operating procedures, company websites, and news databases (Factiva, Reuters and Bloomberg).

Findings

The findings identify the operational and dynamic capabilities of global and local humanitarian organizations while distinguishing between their mission to provide long-term development aid or emergency relief. (1) The global organizations, with their beneficiary responsiveness, reconfigured their sensing and seizing capacities throughout the COVID-19 pandemic by pivoting quickly to local procurement or regional supply chains. The long-term development organizations pivoted to multi-year supplier agreements with fixed pricing to counter price uncertainty and accessed social capital with government bodies. In contrast, emergency response organizations developed end-to-end supply chain visibility to sense changes in supply and demand. (2) Local humanitarian organizations developed the capacity to sense demand and supply changes to reconfigure based on their experiential learning working with the local community. The long-term-development local organizations used un-owned and scalable relief infrastructure to seize opportunities to rebuild affected areas. In contrast, emergency response organizations developed their capacity to seize opportunities to provide aid stemming from their decentralized decision-making, a lack of structured procedures, and the authority for increased expenditure.

Originality/value

We propose a theoretical framework to identify humanitarian organizations' operational and dynamic capabilities, distinguishing between global and local organizations and their emergency response and long-term aid missions.

Details

International Journal of Operations & Production Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0144-3577

Keywords

Book part
Publication date: 10 June 2009

Hans-Gerd Ridder, Christina Hoon and Alina McCandless

Purpose: Case studies are detailed empirical investigations into a complex entity that emphasize the uniqueness of the case and are valuable for making a theoretical contribution…

Abstract

Purpose: Case studies are detailed empirical investigations into a complex entity that emphasize the uniqueness of the case and are valuable for making a theoretical contribution. We aim to reveal the types of theoretical contributions case study research can make to the field of strategy and management and explore how case study design can create the opportunities for making a theoretical contribution.

Methodology/Approach: The dynamic capability approach focuses on the firm-specific processes through which firms integrate, build, or reconfigure resources. A comprehensive review of case studies in this field is conducted in five search engines, resulting in a data set of 13 in-depth case studies.

Findings: We demonstrate that using case studies to extend and refine theory enhances knowledge in the field of dynamic capabilities. In strategy and management research, case studies identify and refine constructs and their relationships, develop and confirm propositions, and embed constructs within a larger set of relationships. We reveal that sampling strategy, research setting, and multiple lenses are aspects of case study design that create opportunities for making a theoretical contribution.

Practical Implications: We suggest that case study researchers strategically and purposefully sample cases, vary the setting conditions, or draw upon numerous research fields to make a theoretical contribution.

Originality/Value of Paper: Going beyond the current discussion, we show that case studies have the potential to extend and refine theory. We shed new light on how dynamic capabilities can benefit from case study research by discovering the antecedents that shape the development of capabilities and determining the boundary conditions of the dynamic capabilities approach.

Details

Research Methodology in Strategy and Management
Type: Book
ISBN: 978-1-84855-159-6

Book part
Publication date: 27 October 2014

Katharina Kaltenbrunner and Birgit Renzl

The paper applies the concept of dynamic capabilities to the field of high reliability organizations and particularly to EU Taranis 2013, an international civil protection…

Abstract

Purpose

The paper applies the concept of dynamic capabilities to the field of high reliability organizations and particularly to EU Taranis 2013, an international civil protection exercise.

Methodology/approach

The paper draws on the multi-level model by Wilkens et al. (Wilkens & Gröschke, 2007; Wilkens, Keller, & Schmette, 2006). In this model dynamic capabilities are based on four dimensions of competence at individual, team, and organizational level. In a survey-based analysis, the paper identifies the four dimensions of competence at the individual and team level in high reliability organizations at civil protection exercises.

Findings

The paper demonstrates that Wilkens et al.’s model of four dimensions of competence for analyzing dynamic capabilities can be well transferred to the field of high reliability organizations.

Research implications

Transferring the competence model of dynamic capabilities to high reliability organizations has created a new field of research. The survey conducted on top executive level symbolizes a pre-test for further empirical studies in high reliability organizations including members on all organizational levels. Further research may also explore particularities of the participating teams and their frames of reference in international civil protection exercises – partly networks, partly bureaucratic systems, etc.

Practical implications

The concept of dynamic capabilities is highly relevant for civil protection, particularly in terms of cross-situational competences. Competences at team level are of crucial importance, because the handling of emergency cases is largely based on the cooperation of teams stemming from different rescue organizations.

Details

A Focused Issue on Building New Competences in Dynamic Environments
Type: Book
ISBN: 978-1-78441-274-6

Keywords

Book part
Publication date: 13 December 2023

Lan Phuong Ho Dang

This chapter delves into the impact of digital initiatives on firms and sheds light on how they can be explained through market reactions and the resource/capabilities mechanism…

Abstract

This chapter delves into the impact of digital initiatives on firms and sheds light on how they can be explained through market reactions and the resource/capabilities mechanism. By providing a novel conceptual framework that reflects the potential impact of digital initiatives on the sensing, seizing and transforming capabilities of dynamic capabilities, this chapter reveals the tremendous potential of digital initiatives to help firms become more adaptive to their environment and create sustainable competitive advantages that elicit positive market responses. This conceptual framework represents an original contribution to the literature. It enhances the understanding of the resource-based view and efficient market hypothesis, providing a fresh perspective on the influence of digital initiatives on firm performance and the dynamic capabilities mechanism that has hitherto been overlooked. As a result, this chapter enables researchers to develop testable hypotheses that examine the causal relationships between digital initiatives, dynamic capabilities and market performance using robust quantitative research methods. Furthermore, this chapter offers valuable insights for managers seeking to develop a more focused approach to digital transformation and enhance their competitive advantage. By exploring the impact of digital initiatives on sensing, seizing and transforming capabilities, managers can gain a deeper understanding of how they can leverage digital initiatives to improve their organisational performance and respond more effectively to the demands of an ever-changing landscape.

Article
Publication date: 21 December 2023

Hoa Thi Nhu Nguyen, Jung Woo Han and Hiep Cong Pham

With the focus on the context of small and medium-sized enterprises (SMEs), this study aims to investigate the joint effects of entrepreneurial leadership, entrepreneurial…

Abstract

Purpose

With the focus on the context of small and medium-sized enterprises (SMEs), this study aims to investigate the joint effects of entrepreneurial leadership, entrepreneurial orientation and dynamic capabilities and the mechanisms of how these factors influence firm performance.

Design/methodology/approach

A survey from 319 managers in information and communications technology SMEs in Vietnam was conducted, and structural equation modeling was adopted to analyze the collected data.

Findings

The results confirm that dynamic capabilities directly influence firm performance and serve as a mediator that connects entrepreneurial leadership and entrepreneurial orientation with firm performance. Additionally, entrepreneurial leadership was found to have a significant positive impact on entrepreneurial orientation.

Originality/value

This research augments the understanding of entrepreneurship and dynamic capabilities literature by examining the joint effects and mechanisms of how entrepreneurial leadership, entrepreneurial orientation and dynamic capabilities interact to enhance SMEs' performance. Furthermore, this study provides empirical evidence of the strategies that SMEs should pursue to attain favorable performance outcomes.

Details

Baltic Journal of Management, vol. 19 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

Open Access
Book part
Publication date: 1 May 2019

Abderisak Adam and Göran Lindahl

The purpose of this paper is to examine the Company Dynamic Response Map (CDRM) risk management model that uses the dynamic capabilities concept. The study examines risks…

Abstract

Purpose

The purpose of this paper is to examine the Company Dynamic Response Map (CDRM) risk management model that uses the dynamic capabilities concept. The study examines risks associated with strategic decision-making in construction projects and evaluates proposed methods that connect the dynamic capabilities of project-based organisations with risk management.

Design/Methodology/Approach

This preliminary study examines risks associated with strategic decision-making in construction projects and evaluates a proposed model that connects the dynamic capabilities of project-based organisations with risk management. Specifically, the CDRM model is evaluated, a risk management model developed by Arena et al. (2013) to better respond to risks and opportunities based on the concept of dynamic capabilities.

Findings

We argue that although the CDRM presents a promising development in that it uses dynamic capabilities prospectively in a risk management model to produce tangible results, there are, nonetheless, impediments to the CDRM being used by construction clients. The primary impediment relates to the issue of categorisation, the difficulty in assigning a specific identified risk to a particular category of dynamic capabilities.

Research Limitations/Implications

A conceptual argument is made and not an empirical one.

Practical Implications

The CDRM model was developed to be used in practice and this paper evaluates that model.

Originality/Value

Contributes to both the dynamic capabilities literature as well as risk management literature. The paper ends with a discussion on the possible merits of the CDRM, and an evaluation on potential impediments to its use by construction clients.

Details

10th Nordic Conference on Construction Economics and Organization
Type: Book
ISBN: 978-1-83867-051-1

Keywords

Open Access
Article
Publication date: 5 September 2023

Gregor Pfajfar, Maciej Mitręga and Aviv Shoham

This study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of…

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Abstract

Purpose

This study aims to conduct a thorough literature review to map current studies on international marketing capabilities (IMCs) applying dynamic capabilities view (DCV). The aim of this study is to increase the chances for more conceptual and terminological rigor in future research in this particular research area.

Design/methodology/approach

This is a systematic literature review following the established review process of reviews in leading (international) marketing journals. A multilevel analytical approach was adopted, combining inductive coding with deductive coding and following the logic of antecedents-phenomena-consequences.

Findings

Synthesis of 20 rigorously selected previous empirical studies on IMCs applying DCV reveals that academic interest in these capabilities is well justified and growing and there are some well researched antecedents to focal capabilities (e.g. inter-organizational capabilities, outside-in market orientation) as well as their prevalent consequences (e.g. export and innovation performance). There is little knowledge of moderators to these links, especially with regard to consequences. This review illustrates that the current research lacks consistency in how key constructs are defined and measured, provides the guide to future conceptualization and measurement of so-called International Dynamic Marketing Capabilities (IDMCs) and proposes some concrete research directions.

Originality/value

The authors extend prior research in the investigated topic by critically evaluating prior works, providing improved conceptualization of IDMCs as well as concrete research agenda for IDMCs structured along recommendations for Theory, Context and Methods (TCM framework).

Article
Publication date: 12 October 2023

Quanxi Li, Haowei Zhang, Kailing Liu, Zuopeng Justin Zhang and Sajjad M. Jasimuddin

There has been limited research that has explored the connection between digital supply chain (DSC) and SC innovation and SC dynamic capabilities. This paper aims to examine the…

Abstract

Purpose

There has been limited research that has explored the connection between digital supply chain (DSC) and SC innovation and SC dynamic capabilities. This paper aims to examine the mediating effect of SC innovation on the relationship between DSC and SC dynamic capabilities.

Design/methodology/approach

The research model and hypotheses were tested, employing (Statistical Package of Social Sciences) SPSS 25.0 and (Analysis of Moment Structures) AMOS 24.0 on data drawn from the Chinese manufacturing enterprises.

Findings

The study reveals that DSC has a significant positive effect on SC innovation and SC dynamic capabilities. SC innovation also has a significant positive effect on SC dynamic capabilities. Besides, the authors' research illustrates that SC innovation partially mediates the relationship between DSC and SC dynamic capabilities.

Research limitations/implications

Since the results are derived from the data collected from China, it may not, therefore, be generalized to other settings. Moreover, future research could consider other contextual variables such as “environmental uncertainty” and “Government's Reward-Penalty Mechanism,” which may influence SC dynamic capabilities.

Practical implications

The study provides practical insights for senior executives and managers in the manufacturing industry. Managers should emphasize the investment of advanced digital technologies and tools (DTTs) and improvement of SC visibility and collaboration. In the digital age, companies should pay attention to the introduction of advanced technologies, tools and processes and focus on cultivating an innovative spirit to promote SC dynamic capabilities, thereby enhancing competitive advantages.

Originality/value

The paper illustrates that DSC is of great significance to improving SC dynamic capabilities. This study reveals compelling insights for firms to enhance SC innovation and dynamic capabilities by using DSC as an enabler.

Details

The International Journal of Logistics Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0957-4093

Keywords

Open Access
Article
Publication date: 19 July 2022

Diéssica Oliveira-Dias, Jordana Marques Kneipp, Roberto Schoproni Bichueti and Clandia Maffini Gomes

The study aimed to analyze the association between dynamic capabilities and sustainable business model innovation of startups in the Brazilian logistics sector.

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Abstract

Purpose

The study aimed to analyze the association between dynamic capabilities and sustainable business model innovation of startups in the Brazilian logistics sector.

Design/methodology/approach

A qualitative approach was used through a multiple case study that was operated from semi-structured interviews and secondary data analysis.

Findings

The evidence found pointed to different types of innovations in sustainable business models and distinct activities inherent to the three dynamic capabilities surveyed. In addition, the results confirmed that dynamic capabilities can be considered internal drivers that stimulate sustainable business model innovation, since the conception until the change or dissemination.

Research limitations/implications

The diffusion of a model that jointly addresses the theory of dynamic capabilities and sustainable business model innovation.

Practical implications

For managers, the study provides insights into the archetypes of sustainable business model innovation and guidance on how to incorporate into the organization's strategic activities aimed at the different dynamic capabilities to achieve sustainable innovation.

Originality/value

Sustainable business model innovation is seen as a key factor for competitive advantage and corporate sustainability. However, a more comprehensive understanding is necessary for those that promote the design and innovation of sustainable business models. Therefore, the paper addresses this gap by (1) systematizing sustainable logistics initiatives, (2) detailing the processes that support the development of startups' sustainable dynamic capabilities and (3) proposing a framework that establishes connections between capabilities, business model innovation processes, business model archetypes and the environmental, social and economic impacts.

Details

Management Decision, vol. 60 no. 13
Type: Research Article
ISSN: 0025-1747

Keywords

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