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Organizational design has been suggested as a facilitator of an organization’s dynamic capabilities. This study aims to investigate the role of organizational design in the concept of dynamic capabilities and explores how it facilitates long-term dynamic capabilities in practice.

Empirical data were collected via a longitudinal case study conducted at a global company engaged in the development and manufacture of railway equipment. Specifically, this study focused on one of the organization’s sites in Sweden for a period of approximately five years.

Organizational design has a twofold impact on dynamic capabilities, functioning as both a facilitator and an impediment. It is essential for structures and processes to align with the available resources and capabilities of an organization. Moreover, managers’ beliefs and decision making significantly influence the extent to which organizational design choices effectively foster dynamic organizational performance.

This longitudinal case study contributes to the theory of dynamic capabilities by identifying key changes in an organization that is transforming to become more dynamic and the impact of organizational design on the organization’s dynamic capabilities.

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

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).

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.

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.

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

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.

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.

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.

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.

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

The purpose of this research paper is to explore how organizational leadership style is related to employee leadership skills, leadership and business trends, as well as leadership practices.

In total, 547 participants representing a variety of industries and organization sizes completed an online survey on the current state of leadership at their organizations. We compared the responses of participants working in organizations using a traditional leadership style (n = 121) with those in organizations with a dynamic leadership style (n = 105).

Consistent with hypotheses, the results show that the traditional, hierarchical and command-and-control style of organizational leadership is associated with larger leadership skills gaps, while a more dynamic, all-inclusive and collaborative leadership style is associated with smaller leadership skills gaps. Specific business trends and leadership practices partially explain the association between organizational leadership style and organizational leadership shortages. These factors provide guidance for human resources practitioners looking to set priorities and plans for fostering dynamic leadership within their organizations.

This study provides insights into why the leadership deficit endures and what organizations can do to put the issue to rest. This research is unique in that it goes beyond identifying and quantifying specific leadership skills gaps to also reveal which factors may be driving these leadership deficits. This research also isolates which organizational practices and leadership approaches are associated with smaller leadership skills gaps.

The purpose of this study is to examine the role of dynamic capabilities for improvement of competitiveness of the organizations through enhancement of internationalization performance. The study would also try to assess if there is any moderating impact of leadership abilities of the entrepreneurs to impact internationalization performance of the organizations.

This study has reviewed various kinds of literature related to competitiveness, international marketing, dynamic capabilities, entrepreneurship and leadership support. This study also used a dynamic capability view to develop a research model. This model was validated using the partial least squares structural equation modeling technique to analyze data from 303 respondents from European and Asian organizations.

The study found that dynamic capabilities have considerable influence on the competitive international performance of organizations, and entrepreneurs’ leadership ability has a significantly moderator impact on the relationship between dynamic capabilities and international performance of organizations.

The study uncovers the impacts of dynamic abilities on the competitiveness and internationalization performance of the organizations. This study also provided valuable insights about the importance of entrepreneurial leadership ability for improving the internationalization performance of the organizations. This study also highlighted the significance of investing on improving dynamic abilities of the organizations to improve their internationalization performance as well as their competitiveness.

This study has contributed to the prevailing literature on entrepreneurship, leadership capability, competitiveness and dynamic capabilities. Few studies have focused on how dynamic capabilities affect the competitiveness and international performance of organizations. Also, studies are scant to understand if the entrepreneur’s leadership ability has any moderating impact on the relationship between an organization’s dynamic capabilities and its international performance. Therefore, this study aims to investigate these gaps.

This paper makes a contribution to the discussion on micro-foundations of dynamic capabilities – actions and interactions in organizations that enable continuous organizational renewal. More specifically, we propose the idea that dynamic capabilities of an organization are a positive function of corresponding dynamic capabilities of individual and collective actors in the organization. Further, we develop the assumption that not only individual acts of managers but also those of individuals and teams without managerial responsibility relate to dynamic capabilities of the organization. Following a holistic view, we also take into consideration empowering working conditions as an enhancing factor of this function. To examine these roots of dynamic capabilities, we use a multi-level model of competence provided by Wilkens, Keller, and Schmette (2006) that operationalizes the concept of dynamic capabilities provided by Teece (2007) on a concisely behavioral base. We investigated our hypotheses with a standardized questionnaire in a case study of a German plant engineering company with 112 participants and found primary support for our assumptions. Our results show an impact of individual dynamic capabilities on dynamic capabilities of the organization that is mediated by team dynamic capabilities. Psychological and social–structural empowerment moderated this relationship. A case-specific interpretation and implications for future research and practice are discussed.

The purpose of this study is to identify factors affecting an organization’s dynamic capability and, consequently, its ability to manage organizational change.

A single case study was conducted to provide a deeper understanding of the situation that the case company experienced during a specific phase of reconfiguration. Data were collected through nine in-depth, semi-structured interviews and analyzed using the Gioia methodology.

Challenges, barriers and enablers affecting the organization's dynamic capability in the reconfiguration phase were identified.

This study contributes to the theory of dynamic capabilities and to the current investigatory stream regarding microfoundations by presenting practical examples of challenges, barriers and enablers that affect an organization’s ability to succeed during an organizational reconfiguration. These examples are intended to aid in discussions on microfoundations of dynamic capabilities and their impact in practice.

Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore how an open innovation strategy complements the organization's ambidextrous strategy in attaining a competitive advantage. Organizational ambidexterity and dynamic capability theories are also explored to investigate the impact of open innovation on the organization's ambidextrous strategy and competitive advantage – especially inbound and outbound open innovation.

The authors conducted a systematic literature review using Boolean search techniques, which was focused on the research fields of the sub-areas of general management, strategy, innovation, organization studies, information management, entrepreneurship, international business, marketing, and economics, supplemented by the snowball technique.

Organizations that combine their ambidextrous strategy with open innovation attributes achieve a competitive advantage through developing their dynamic capabilities by which organizations change their value proposition. This study also shows that an ambidextrous strategy should no longer be viewed as a structural solution implemented by management, but also as a bottom-up intervention. Additionally, the authors found that the organization's dynamic capabilities establish a feedback loop, which changes the organization's ambidextrous strategy to resolve the efficiency–agility paradox.

Previous research has focused on strategic orientation; however, hardly any research has investigated how the interrelatedness of open innovation, organizational ambidexterity and dynamic capabilities support a competitive advantage. The authors present a conceptual model that inspires new research avenues.

This paper aims to propose the following questions: How does dynamic positioning influence organization’s innovation performance? Does knowledge base mediate the relationship between them?

The empirical setting of this study is the smartphone collaboration network from 2004 to 2017; the authors selected one-site schemes and data of patents from the Derwent Innovation Database. Furthermore, the authors adopted the negative binomial model with random effects to test the hypotheses.

The regression results show that organization’s dynamic positioning has an inverted-U-shaped relationship with its exploratory innovation. Similarly, organization’s dynamic positioning has an inverted-U-shaped relationship with its exploitative innovation. Besides, knowledge base mediates the relationship between dynamic positioning and organization’s innovation performance.

This study empirically confirms the relationship between dynamic positioning and organization’s innovation performance by separately examining exploratory and exploitative innovation. Furthermore, this study provides a contribution to the literature linking dynamic positioning and organization’s innovation performance by investigating the mediating role of knowledge base.

Previous research within the dynamic capabilities literature has primarily targeted the strategic innovation of technology firms and significantly less interest has been given to project-based organizations that operate in the construction sector. A recent study by Davies and Brady (2016) places the dynamic capabilities concept in a project-based context, drawing upon research on dynamic capabilities and organizational ambidexterity. The purpose of this paper is to apply the aforementioned framework in a case involving public construction clients with the aim of examining their approaches for maintaining or developing project capabilities depending on the volatility of the environment.

The study is based on a case study of a decentralized association of 16 healthcare client organizations in Swedish counties, which was compared to a centralized unit for healthcare planning and construction in Norway. In total, 19 interviews were conducted, alongside two workshops and a feedback questionnaire.

The interviewees emphasized the lack of adequate support to handle the increasingly more complex projects. Results indicate the need for a more segmented approach for understanding how dynamic capabilities are managed in client organizations based not merely on the level of stability in the environment, but also taking into account the resources that are utilized. It is further argued that there is a need for a more granular research approach to studying the development of capabilities in a case-based setting, an approach that more specifically links the development of dynamic capabilities with their relevant antecedent activities.

The study sheds light on how the various approaches for maintaining/developing project capabilities available to the public sector construction client depend on the volatility of the environment and the resources they require.