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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: 17 May 2021

Rodrigo Valio Dominguez Gonzalez

This study aims to investigate the relationship between learning culture and teamwork context based on the mediating role played by dynamic capability in manufacturing teams of…

1434

Abstract

Purpose

This study aims to investigate the relationship between learning culture and teamwork context based on the mediating role played by dynamic capability in manufacturing teams of the industrial sector.

Design/methodology/approach

It proposes that dynamic capability is a key element for improving the performance of teams, which, in turn, is positively affected by learning culture and teamwork context. This study is based on data from a survey of 201 companies in the Brazilian industrial sector with manufacturing teams, and followed the partial least squares approach to model the structural equation that was used for data analysis.

Findings

The results indicate that dynamic capability has a strong positive influence on team performance, and also that, despite learning culture and teamwork context having no direct association with performance, they offer contributions mediated by dynamic capability.

Research limitations/implications

This study includes a reduced sample regarding the population of Brazilian industrial companies, being restricted to only one sector of activity. Future studies may obtain larger samples by working with different sectors in different countries.

Practical implications

This article alerts managers to the importance of dynamic capability for improving the performance of teams, and points out the role played by learning culture and teamwork context in this relationship.

Originality/value

This research presents new insights into how dynamic capability contributes to the performance of teams, based on antecedent factors (learning culture and teamwork context).

Details

Journal of Knowledge Management, vol. 25 no. 8
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 26 June 2019

Shashank Mittal

Organizations learn semi-automatically through experience or consciously through deliberate learning efforts. As there seems to be a “black-box” in the possible linkages between…

1096

Abstract

Purpose

Organizations learn semi-automatically through experience or consciously through deliberate learning efforts. As there seems to be a “black-box” in the possible linkages between deliberate learning and new practice implementation, this paper aims to develop and test a process model, linking deliberate learning and new practice implementation through complementary competencies of task and environmental flexibility.

Design/methodology/approach

As part of a field study, health-care improvement program (to transfer the improvement training program for new practice implementation) of 186 HCUs was used for testing our hypothesis. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses.

Findings

Findings suggest that deliberate learning is positively and significantly related with new practice implementation, and dynamic capabilities in the form of task and environmental flexibility mediates this relationship.

Research limitations/implications

The present study makes theoretical and practical contributions by linking literature from new practice, organizational learning and dynamic capabilities; and by delving into the deliberate learning activities undertaken by health-care units.

Originality/value

Organizational learning in health care has almost become inevitable today due to the ever-changing dynamics of the industry. Barring handful of studies, the current state of literature is almost entirely tilted towards experience-based learning and deliberate learning is not well studied. To address this gap, the study aims to develop and test a process model linking development of dynamic capabilities with deliberate learning and new practice implementation. Further, findings of this study will help organizations and managers to understand and thereby effectively manage new practice implementation process through the use of deliberate activities.

Details

Journal of Knowledge Management, vol. 23 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 13 July 2015

Karen Manley and Le Chen

The purpose of this paper is to propose a new model to show how continuous joint learning of participant organisations improves project performance. Performance heterogeneity…

1052

Abstract

Purpose

The purpose of this paper is to propose a new model to show how continuous joint learning of participant organisations improves project performance. Performance heterogeneity between collaborative infrastructure projects is typically examined by considering procurement systems and their governance mechanisms at static points in time. The literature neglects to consider the impact of dynamic learning capability, which is thought to reconfigure governance mechanisms over time in response to evolving market conditions.

Design/methodology/approach

There are two stages of conceptual development. In the first stage, the management literature is analysed to explain the standard model of dynamic learning capability that emphasises three learning phases for organisations. This standard model is extended to derive a novel circular model of dynamic learning capability that shows a new feedback loop between performance and learning. In the second stage, the construction management literature is consulted, adding project lifecycle, stakeholder diversity and three organisational levels to the analysis to arrive at the collaborative model of dynamic learning capability.

Findings

The collaborative model should enable construction organisations to successfully adapt and perform under changing market conditions. The complexity of learning cycles result in capabilities that are imperfectly imitable between organisations, explaining performance heterogeneity on projects.

Originality/value

The collaborative model provides a theoretically substantiated description of project performance, driven by the evolution of procurement systems and governance mechanisms. The model’s empirical value will be tested in future research.

Article
Publication date: 28 February 2020

Adya Hermawati

The purpose of this paper is to analyse the adaptation process of small and medium-sized enterprises (SMEs) to volatile environment supported with learning, knowledge and…

1198

Abstract

Purpose

The purpose of this paper is to analyse the adaptation process of small and medium-sized enterprises (SMEs) to volatile environment supported with learning, knowledge and innovation.

Design/methodology/approach

This study used an inductive approach to analyse qualitative data obtained from an SME operating in the international market. Various data collection methods, including interview, focus group discussion and observation, were used to allow the researchers to undertake triangulation.

Findings

This study demonstrates that managers should be eager to adjust their innovation to a changing environment and continually update pre-determined plans. Learning is an ongoing process required for innovation, requiring up-to-date support from knowledge produced via learning. For this reason, learning is required in all dynamic capability processes.

Originality/value

This study offers insight to relatively empirical evidence on how firms respond and adjust to volatile environments using an integrative perspective covering learning, knowledge and innovation. In addition, this offers insight regarding how knowledge can be developed based on learning from the environment and converted into innovation through dynamic capabilities.

Details

Journal of Workplace Learning, vol. 32 no. 3
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 4 July 2016

Margaret Tallott and Rachel Hilliard

– The purpose of this paper is to examine the development process of dynamic capabilities.

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Abstract

Purpose

The purpose of this paper is to examine the development process of dynamic capabilities.

Design/methodology/approach

The paper adopts a qualitative, longitudinal participant-observation research design. A single case study firm was observed over a ten-year period of active researcher engagement allowing for the collection of rich data on the development and deployment of dynamic capabilities as they evolved.

Findings

Dynamic capabilities can be identified as sensing, seizing and transforming. They are capable of intentional development by managers through strategic decision making and deliberative learning, within a path-dependent evolution.

Research limitations/implications

A longitudinal single case study allowed for a close look at the development of dynamic capabilities, exploring the context and conditions that facilitated change and tracing the evolution of the organization’s processes. However, this study remains subject to the limits of a single case approach. Future cross-sectional research would be able to test the conceptual model and allow for generalization of the findings to other populations of firms.

Practical implications

The dynamic capability concept has been criticized for being of little practical use to managers. This research shows the process of intentional dynamic capability development, offering insights to practicing managers.

Originality/value

This research adds to the relatively scant base of empirical work on dynamic capabilities and offers a conceptual model of dynamic capability development. The paper contributes to the neglected area of dynamic capabilities in SME’s, showing that the dynamic capability concept is relevant to this sector. The paper provides insight for practitioners by showing that intentional dynamic capability development is achievable.

Details

Baltic Journal of Management, vol. 11 no. 3
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 27 February 2020

Adya Hermawati and Eden Gunawan

The purpose of this paper is to analyse the adaptation process of small and medium-sized enterprises (SMEs) to volatile environment supported with learning, knowledge and…

Abstract

Purpose

The purpose of this paper is to analyse the adaptation process of small and medium-sized enterprises (SMEs) to volatile environment supported with learning, knowledge and innovation.

Design/methodology/approach

This study used an inductive approach to analyse qualitative data obtained from an SME operating in the international market. Various data collection methods, including interview, focus group discussion and observation, were used to allow the researchers to undertake triangulation.

Findings

This study demonstrates that managers should be eager to adjust their innovation to a changing environment and continually update pre-determined plans. Learning is an ongoing process required for innovation, requiring up-to-date support from knowledge produced via learning. For this reason, learning is required in all dynamic capability processes.

Research limitations/implications

The single case study design offers deep and detailed insights regarding the process of how firms create innovation based on learning in an uncertain environment. Future research could investigate whether the findings of this study are generalisable using a large number of subjects and a cross-sectional method.

Originality/value

This study offers insight to relatively empirical evidence on how firms respond and adjust to volatile environment using an integrative perspective covering learning, knowledge and innovation. In addition, this offers insight regarding how knowledge can be developed based on learning from the environment and converted into innovation through dynamic capabilities.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 51 no. 1
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 19 February 2018

Liang Wang, Eric Ping Hung Li and Xiaoya (Sara) Ding

The process of building dynamic capabilities remains understudied, although deliberate learning is posited to be the key to developing and maintaining dynamic capabilities in…

1121

Abstract

Purpose

The process of building dynamic capabilities remains understudied, although deliberate learning is posited to be the key to developing and maintaining dynamic capabilities in turbulent environments. Based on the case study of Kodak’s responses to the shift from traditional to digital technology in the imaging industry (1993-2011), the purpose of this paper is to examine the role of managerial cognition in building dynamic capabilities.

Design/methodology/approach

The paper employs case study and qualitative method approach.

Findings

The results reveal that, when facing environmental turbulence, deliberate learning is subject to routine disruptions through entrepreneurial activities, and these organizational routines and activities are determined by organizational schema. Organizational schema itself is updated as a result of managers’ ongoing interpretation of the organization’s fit with the environment. The study findings contribute to the organizational studies and management literature by highlighting the role of managerial cognition into the microfoundation of dynamic capabilities.

Originality/value

The results demonstrate managerial cognition, and organizational schema in particular, as a microfoundation of dynamic capability.

Details

Journal of Strategy and Management, vol. 11 no. 1
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 30 March 2020

Haris Aslam, Constantin Blome, Samuel Roscoe and Tashfeen Mehmood Azhar

The purpose of this paper is to determine the antecedents of dynamic supply chain capabilities (DSCCs). The authors test entrepreneurial orientation (EO) and supply chain learning

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Abstract

Purpose

The purpose of this paper is to determine the antecedents of dynamic supply chain capabilities (DSCCs). The authors test entrepreneurial orientation (EO) and supply chain learning orientation (SCLO) as two antecedents of DSCCs.

Design/methodology/approach

The paper uses structural equation modelling to test a hypothetical model. Data are gathered from a survey of 275 operations managers in Pakistan’s turbulent manufacturing industry.

Findings

The findings suggest that the weaker direct effects of EO, in comparison to the indirect effects, indicate that an SCLO mediates the relationship between EO and DSCCs.

Research limitations/implications

It is widely accepted that firms do not compete with each other, instead, it is end-to-end supply chains that fight for market dominance. Many scholars use the dynamic capabilities view to understand supply chain level competition. However, the dynamic capabilities view is firm-centric in its examination of how companies transform internal resources to compete in the external environment. The theoretical contribution of this paper is a roadmap of how to build dynamic, supply-chain level and capabilities by determining the key antecedents. This paper explains that DSCCs emerge when buyers and suppliers share strategic orientations. Firms with an EO and the ability to learn with supply chain partners are well-positioned to develop DSCCs. This provides a new angle to theory testing by indicating that dynamic capabilities are enabled by an EO and an ability to learn with supply chain partners.

Practical implications

Managers are given the building blocks of DSCCs, starting with fostering an entrepreneurially-oriented mindset in the company and then learning with supply chain partners. Entrepreneurially-oriented managers are encouraged to take risks and co-develop innovative ideas with suppliers during the supply chain learning process.

Originality/value

This study is one of the earliest efforts to determine the strategic orientations that antecede the emergence of DSCCs.

Article
Publication date: 22 March 2013

Anabel Fernández‐Mesa, Joaquín Alegre‐Vidal, Ricardo Chiva‐Gómez and Antonio Gutiérrez‐Gracia

The aim of this paper is to present design management as a dynamic capability and to analyze its mediating role between organizational learning capability and product innovation…

4434

Abstract

Purpose

The aim of this paper is to present design management as a dynamic capability and to analyze its mediating role between organizational learning capability and product innovation performance in small and medium enterprises (SMEs).

Design/methodology/approach

Structural equation modeling is used to test the research hypotheses based on data from the Italian and Spanish ceramic tile industries. The data are derived from the responses of 182 companies (50 percent of the target population) to a questionnaire addressed to Product Development Managers and Human Resource Managers.

Findings

The results suggest that organizational learning capability enhances product innovation through the mediation of design management capability. The authors find an interesting interplay between organizational learning, design management capability and product innovation that can be very useful to better understand how to improve innovation performance. This finding shows that design management, as a dynamic capability, emerges from learning and allows the firm to adapt to environmental changes.

Originality/value

Several works have studied dynamic capabilities but without specifying the nature of these capabilities. More recent empirically‐based studies conceptualize and refer to specific dynamic capabilities. In this paper, the authors present design management as a dynamic capability. This study aims also to develop a better understanding of how organizational learning capability impacts on the product innovation performance of SMEs and how this relationship is mediated by design management capability.

1 – 10 of over 49000