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Strategic management research has shown growing interest in understanding the dynamic resource reconfiguration processes through which firms grow, evolve, and sustain profitability. The goal of our study is to understand how dynamic resource reconfigurations enable firms to pursue growth opportunities. We use the methods of inductive theory building from case studies to elaborate current theoretical understanding about how firms draw on both internal and external resources in the pursuit of growth. We examine the patterns of resource reconfigurations through which Yahoo and Google powered their early growth strategies in their first 10 years of existence. We analyze a total of 192 new product launches in 43 markets by the two firms to capture how they reconfigured resources dynamically. Our analysis reveals that both firms developed highly dynamic strategies exhibiting both surprising similarities and differences. These similarities and differences provided the basis for our theoretical insights about the development of what we term “dynamic resource platforms,” comprising of (a) dynamic resource shifts; (b) targeted resource orchestration; and (c) complementary processes balancing dynamism and capability development. These ideas contribute novel theoretical insights to current strategic management research on dynamic capabilities and on resource reconfiguration and redeployment.

The purpose of this paper is to examine the determinants of the reconfiguration capability from a multilevel organizational perspective including interfirm collaboration, intrafirm collaboration, individual‐, group‐ and organization‐level learning.

Using a questionnaire survey, the paper is based on data collected from 83 British software firms. Reliability and item total correlation analyses have been undertaken to ensure the internal consistency of the applied measures. A principal component analysis and multiple regression analysis have been applied to examine determinants of the reconfiguration capability.

The findings indicate that interfirm collaboration positively relates to the implementation of effective reconfiguration. In addition, the findings have revealed that group‐level learning is a successful technique for improving a firm's ability to recombine knowledge streams. Finally, the paper emphasizes the role of organization‐level learning in creating the strategic and structural context from which reconfiguration capability operates.

The paper provides some empirical evidences, which have identified the factors that affect the implementation of the reconfiguration capability.

This study examines how intellectual capital (IC) drives firm performance via the lens of dynamic capabilities (DCs). Drawing on resource-based view (RBV) and dynamic capability view (DCV), the authors elaborate the mediating role of learning, integration and reconfiguration DC in the Indian banking context.

A sample of 358 top- and middle-level managers from the Indian banking sector was administered with structured questionnaires for data collection. Structural equation modeling (SEM) and Sobel test were used to analyze the data and test the hypothesized mediating effect.

The findings reveal that learning and integration DCs are key mediators in IC and banks' performance relationships in an emerging economy context. In contrast, the analysis revealed partial mediating role of reconfiguration DC. Furthermore, the learning DC has been identified as the primary mediating mechanism for transforming bank's IC into performance benefits.

This study provides an important implication for the IC and DC link by empirically developing and validating a model in the Indian banking sector and making a several contributions to the related literature. This sector needs to incorporate and strengthen their IC and DCs to attain enhanced performance in today's dynamic environment. Bank managers can use these findings to bring their knowledge-related activities to channelize specific DCs to transform banks' IC when seeking to improve overall performance. Theoretically, this study extends previous research by outlining a set of organizational elements that tend to influence firm performances with the help of IC, learning, integration and reconfigurations DCs.

Although several studies have investigated the links between IC, DC and firm performance, studies on emerging economies are scarce. This study is one of the most in-depth investigations of the relationship between IC, learning, integration and reconfiguration DCs and firm performance in an integrated framework, with a particular focus on the banking sector of an emerging economy.

The purpose of this paper is to analyze the antecedents of the development of dynamic capabilities from an HRM perspective, considering the leading role of leadership styles and their potential impact on the orientation of HR systems and a firm’s capabilities.

The authors designed an empirical study of a sample of 107 Spanish industrial firms, asking HR, production and marketing managers to assess the CEO’s leadership styles, the system of HRM practices applied in their organizations and dynamic capabilities. They applied multiple regressions and mediation analysis.

The authors’ results suggest that both transactional and transformational leadership styles are positively associated with dynamic capabilities (sensing, seizing and reconfiguration), directly and indirectly, through their effects on HR systems.

This paper approaches dynamic capabilities by using cross-sectional data. A longitudinal analysis would enrich this study. Also, the data aggregation in this paper does not allow to check different HR orientations from different departments. Finally, other HRM practices and strategic orientations could be assessed.

This paper highlights the need to develop CEOs who are able to combine leadership behaviors in such a way that they promote HR systems (skill-based development vs job-based development) and to use them as mediating mechanisms and in order to generate greater dynamic capabilities in the organization.

The authors are proposing that HRM can be applied to leverage a firm’s competitive advantage, as HR systems mediate for obtaining different dynamic capabilities. Second, it could be concluded that any CEO should combine or display traits of both forms of leadership styles (transformational and transactional) in order to develop the full range of dynamic capabilities. Finally, this paper can provide some insights into the way dynamic capabilities can be measured and approached, through HRM microfoundations.

Systematic research examining the mechanisms that mediate the dynamic capability–performance relationship remains scarce. So too is research on the conditions under which these mechanisms might be influential. Accordingly, this study aims to build upon business network research to examine how a firm’s dynamic network capability (DNC) impacts firm performance, mediated by the speed of product reconfiguration (i.e. new product development [NPD] speed) and bounded by firm age.

The authors conduct moderated mediation analysis on survey data from small- and medium-sized manufacturing and technology firms in the USA. This study uses an initial survey and then a follow-up survey.

The findings support the general view that DNC is instrumental to firm performance, regardless of firm age. However, DNC operates differently for younger vs older firms. That is, DNC’s impact on the performance of younger firms is enabled by speeding up NPD, while much of the performance impact for older firms appears to be through alternative resource reconfiguration route(s). This study identifies the need to include a mediating variable such as resource reconfiguration to detect how DNC impacts performance.

The model could include different dimensions of mediating resource reconfigurations, alternative boundary conditions and longer-term data.

This study provides managers with insight on how speed of product reconfiguration (in terms of NPD) operates in the DNC–performance relationship. It also helps them understand how this relationship changes in younger vs older firms.

To the best of the authors’ knowledge, this study is the first to provide empirical evidence on how DNC operates to influence performance in firms that are younger vs older.

The purpose of this paper is to reveal the impact of dynamic managerial innovative capabilities on the competitive advantage (CA), financial performance (FP) and non-financial performance (NFP) of the health-care sector during the very turbulent Covid-19 pandemic period. The focus is on human behavior and personnel interaction in the hospitals that receive Covid-19 cases.

Data for this research was collected from the medical sector in Lebanon. The authors approached 14 public hospitals and 60 private hospitals for the study and only 48 hospitals (total of 284 respondents) accepted to complete the survey and provide data using a structured questionnaire.

This study reveals the moderating impact of CA on the relationship between dynamic managerial innovative capabilities and the performance of the health-care sector. Based on 48 Lebanese health-care centers during the Covid-19 pandemic, the results of the structural equation modeling model indicate that dynamic managerial innovative practices positively impact on CA and NFP. The results also reveal that CA has a moderating effect on the relationship between dynamic managerial innovative practices and NFP.

This study does not reveal any direct or indirect relationship between managerial capabilities and FP during the pandemic.

As the world deals with the Covid-19 pandemic, the health-care sector needs new approaches and methods for confronting the constantly evolving and turbulent environment. This study examines how health-care leaders are dealing with these dynamic challenges and tests a three-dimensional SEM model of dynamic managerial capabilities (sensing, seizing and reconfiguration) that impact CA.

This paper aims to present Long4Cloud (long-running workflows execution environment for cloud), a distributed and adaptive LRW execution environment delivered “as a service” solution.

LRWs last for hours, days or even months and their duration open the possibility of changes in business rules, service interruptions or even alterations of formal regulations of the business before the workflow completion. These events can lead to problems such as loss of intermediary results or exhaustion of computational resources used to manage the workflow execution. Existing solutions face those problems by merely allowing the replacement (at runtime) of services associated with activities of the LRW.

LONG4Cloud extends the previous works in two main aspects, namely, the inclusion of dynamic reconfiguration capabilities and the adoption of an “as a service” delivery mode. The reconfiguration mechanism uses quiescence principles, data and state management and provides multiple adaptive strategies. Long4Cloud also adopts a scenario-based analysis to decide the adaptation to be performed. Events such as changes in business rules or service failures trigger reconfigurations supported by the environment. These features have been put together in a solution delivered “as a service” that takes advantage of cloud elasticity and allows to better allocate cloud resources to fit into the demands of LRWs.

The original contribution of Long4Cloud is to incorporate adaptive capabilities into the LRW execution environment as an effective way to handle the specificities of this kind of workflow. Experiments using current data of a Brazilian health insurance company were carried out to evaluate Long4Cloud and show performance gains in the execution of LRWs submitted to the proposed environment.

The purpose of this paper is to explore the role of organisational capabilities (dynamic and operational) in the formation of value networks in the context of public transport services.

The theoretical argument is substantiated with qualitative data from four narratives on value network formations in the Swiss public transport system. These four narratives cover two types of new value networks: incremental improvements in established value networks; and radical leaps in emerging value networks.

These two types of new value networks entail the co‐evolution of different dynamic and operational capabilities.

The study is limited by the qualitative research approach.

Public transport operators can utilise the findings on organisational capabilities to guide incremental improvements in their existing value network and/or radical leaps into an emerging value network.

Governments should not only seek to increase transport capacity, but also aim to develop value networks to enhance public transport service experiences.

The paper applies value‐network thinking to public transport services. It offers a comprehensive framework to help organisations manage the formation of value networks. The results provide testable propositions that can be used to guide future research.

This study aims to analyze how international entrepreneurial orientation mediates the relationship between influential dynamic capabilities and the internationalization success of small and medium-sized enterprises (SMEs) in the context of the United Arab Emirates (UAE).

Adopting a quantitative approach, the researchers designed a questionnaire based on an extensive literature review and used structural equation modeling to ascertain the mediating role of international entrepreneurial orientation in the relationship between influential dynamic capabilities and SMEs' internationalization success.

The findings of this study indicate that international entrepreneurship orientation mediates the relationship between dynamic capabilities and internationalization success, as the indirect impact value is greater than the direct effect value for the relationship. Because the existence of the mediator in the model has no significant impact on the model's direct effects, full mediation is the most appropriate mediation type.

This study has some limitations. One of the major limitations of this study relates to the limited finances of the incumbent, as the questionnaires were delivered to the respondents via email, but the incumbent had to follow up with phone calls and reminders. Second, this study mainly relied upon primary data and analysis based on the use of qualitative techniques; in future, researchers can incorporate qualitative aspects using interviews and other qualitative analysis tools and techniques. Third, limitation relates to sample size, as the sample size of research was above 500 but was limited to just UAE. Future researchers can conduct a cross-sectional analysis to determine the mediating role of different factors for the promotion of internationalization.

This study highlights the fundamental factors affecting the internationalization of SMEs in the UAE context, which has rarely been discussed. This study broadens the scope of internationalization by discussing its impact on SMEs' financial and non-financial performance.

This study will contribute to the advancement of current information about the elements that impact the internationalization of SMEs and develop a new framework for analyzing SMEs' internationalization in the UAE.

This study contributes to the literature by developing and testing a framework based on a comprehensive literature review to include different factors and their constructs that impact the potential internationalization of SMEs in developing economies. This study identifies and addresses a research gap regarding the relationship between internationalization and company performance among UAE SMEs.

To further the understanding of industrialised house building (IHB) from a temporal, emergent corporate-ability perspective, this study aims to trace the build-up of corporate assets in an IHB company over time. The research draws on dynamic capabilities, acknowledging not only what assets the company have developed and currently are exploiting, but also how these assets were develop and managed (i.e. enhanced, combined, protected and potentially reconfigured) to sustain long-term competitiveness.

A case study design was used to form a narrative that covers the evolution of an IHB company over a 25-year period. Corporate archival material, analysis of original data from a large number of research studies during 1993-2013 and retrospective reflections of owners and managers, including crosschecking interpretations of archival material, developed and triangulated the narrative.

The study presents rich empirical findings on the build-up of corporate assets. Starting from a successive process of exploration and exploitation formation of dynamic capabilities eventually played out into an exponential dynamic capability build-up. The IHB case company displays the ability to not only continuously exploit and renew resources and competences, but also to sense, seize and reconfigure cumulative assets over time. The exponential development of dynamic capabilities resonates to literature on higher-order dynamic capabilities implying that: the accumulated and higher-order dynamic capabilities are difficult to imitate and a (any) company must possess higher-order dynamic capabilities to be able to exploit and/or take up IHB.

The study is complementing and potentially challenging frequent framings of the IHB concept. Previous research has addressed and characterised IHB mainly by encapsulating a moment in time and, thus, characteristics are momentary and represent static views on IHB. However, IHB has seen a strong development over the past 25 years, and the study reflects on this development from the perspective of one of the IHB-forerunner companies in Sweden. By exploring from a company perspective the developments, reconfiguration and capacity to develop/reconfigure over time in a changing environment, the study introduces an alternative understanding of IHB as dynamic capabilities.