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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…

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

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Article
Publication date: 6 August 2021

Rodrigo Valio Dominguez Gonzalez

This study aims to investigate the relationship between knowledge-based dynamic capability and organizational structure on team innovative performance in Brazilian…

Abstract

Purpose

This study aims to investigate the relationship between knowledge-based dynamic capability and organizational structure on team innovative performance in Brazilian industrial companies.

Design/methodology/approach

This study is based on data from a survey of 262 respondents from 65 companies in the Brazilian industrial sector with project teams and followed the partial least squares approach to model the structural equation that was used for data analysis.

Findings

The results of the study show that mechanical structures with a high degree of formalization and centralization have a negative impact on knowledge-based dynamic capability and integration has a positive relationship with dynamic capability. Moreover, the research shows that project team innovative performance is directly affected by knowledge generation and combination capability; however, knowledge acquisition/absorption does not interfere with project team innovative activity.

Practical implications

This study contributes to the managers of firms in the industrial sector by analyzing how the characteristics of organizational structure impact dynamic capability and project team innovative performance. The results of this study indicate that more mechanical structures have more difficulty in developing knowledge-based dynamic capability in the context of project teams.

Originality/value

This study advances the concept of knowledge-based dynamic capability from the firm level to the project team level. This study accesses a research gap that characterizes organizational structure as an antecedent of dynamic capability, analyzing the impact of organizational structure on the dimensions of dynamic capability and of the latter on project team innovative performance.

Details

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

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Article
Publication date: 1 September 2021

Demetris Vrontis, Hani El Chaarani, Zouhour El Abiad, Sam El Nemar and Alissar Yassine Haddad

The purpose of this paper is to reveal the impact of dynamic managerial innovative capabilities on the competitive advantage (CA), financial performance (FP) and…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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

Originality/value

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.

Details

foresight, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-6689

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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…

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. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 9 February 2021

Siddharth Gaurav Majhi, Arindam Mukherjee and Ambuj Anand

The purpose of this conceptual paper is to explicate the role played by information technology (IT) in enabling managerial dynamic capabilities. By doing so, this paper…

Abstract

Purpose

The purpose of this conceptual paper is to explicate the role played by information technology (IT) in enabling managerial dynamic capabilities. By doing so, this paper seeks to address a critical theoretical gap regarding IT’s role in enabling dynamic capabilities (DCs). DCs are knowledge-intensive and information-intensive processes and play a crucial role in facilitating strategic renewal of firms operating in volatile, uncertain, complex and ambiguous business environments. Although managers play a central role in the DCs framework, extant research has only focused on the role of IT in enabling firm-level and process-level DCs.

Design/methodology/approach

This conceptual paper uses the literatures on dynamic managerial capabilities, individual-level information system use, social capital, human capital, managerial cognition and technology-enabled learning to build propositions that link managerial IT use with the enablement of dynamic managerial capabilities.

Findings

This paper introduces a new construct called individual IT leveraging capability (IILC) and provides theoretically grounded arguments that link IILC with managerial social capital, managerial cognition and managerial human capital. It also explicates the relationships between managerial social capital, managerial cognition and managerial human capital and the dynamic managerial capabilities of sensing, seizing and reconfiguring.

Research limitations/implications

The establishment of the linkage between IT and dynamic managerial capabilities extends the literature on the business value of IT. This work also adds to the literature on dynamic managerial capabilities by providing a theoretically grounded argument that IT can act as an antecedent of such capabilities.

Originality/value

To the best of the authors’ knowledge, this paper is arguably the first to theorize the role of IT in enabling managerial DC and thus addresses a critical gap in academic research literature.

Details

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

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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…

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

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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

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Article
Publication date: 9 February 2021

Natalie McDougall, Beverly Wagner and Jill MacBryde

This paper aims to develop frameworks to support implementation and competitive leveraging of distinct sustainable supply chain operations. This derives from conceptual…

Abstract

Purpose

This paper aims to develop frameworks to support implementation and competitive leveraging of distinct sustainable supply chain operations. This derives from conceptual definition of the dynamic capabilities required to support Hart’s (1995) natural-resource-based view resources in the supply chain.

Design/methodology/approach

This conceptual study uses qualitative content analysis to extract capabilities from review and analysis of literature related to natural-resource-based view (NRBV) and sustainable supply chain management. Intercoder reliability assessments support conceptual development of such capabilities into dynamic capability frameworks.

Findings

Specific interrelations between each NRBV resource and corresponding supply chain strategies are conceptualised. From this, capabilities are categorised to corresponding resources, dynamic capabilities activities and internal–external focus. This results in definition of 107 dynamic NRBV capabilities.

Research limitations/implications

Contributions are threefold: distinct frameworks for competitive sustainable supply chain management is offered; the NRBV benefits from enhanced practical guidance via the definition of its dynamic capabilities, addressing the theory-practice gap; and understandings of dynamic capabilities and their role in both the NRBV sustainable supply chain management is advanced.

Practical implications

This paper offers four frameworks to allow firms to tailor sustainability strategies to suit their needs and guide competitive leveraging. Definition of capabilities offers practical guidance to operationalise NRBV resources.

Originality/value

This is the first holistic interpretation of NRBV capabilities and explicit application of dynamic capabilities. This forms the basis of a broader research agenda for the NRBV in sustainable supply chain management.

Details

Supply Chain Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1359-8546

Keywords

Content available
Article
Publication date: 12 April 2021

Asta Pundziene, Shahrokh Nikou and Harry Bouwman

Prior research has reported the indirect implications of firm's dynamic capabilities on their competitive firm performance. Our attention now turns to open innovation…

Abstract

Purpose

Prior research has reported the indirect implications of firm's dynamic capabilities on their competitive firm performance. Our attention now turns to open innovation since it has been confirmed to be an influential factor contributing to the superior performance of technological firms. So far there has been little research on assessing the relationship between a firm's dynamic capabilities as an antecedent of the competitive performance of the firm or investigations into the mediating role of open innovation in this relationship.

Design/methodology/approach

Drawing on the theory of dynamic capabilities, we developed a framework as a way to better understand the role of open innovation, which could then help to better explain the relationship between firms' dynamics capabilities and their competitive firm performance. Based on the empirical data of 465 firms operating in innovative and non-innovative industries, we employed structural equation modelling (SEM) to examine the research hypotheses and the path relationships in the proposed model.

Findings

The SEM analysis revealed that a firm's dynamic capabilities significantly impact its open innovation performance and that open innovation, consequently, impacts the competitive performance of the firm. Moreover, the results show that the path between dynamic capabilities and competitive firm performance is partially mediated through open innovation.

Practical implications

The findings provide practical implications and draw managerial attention to the importance of: (1) investing in innovation, (2) engaging customers in the innovation process and (3) maintaining innovation management excellence as significant antecedent factors in increasing competitive firm performance.

Originality/value

Considering the lack of empirical research in the literature on the links between dynamic capabilities and open innovation, this paper contributes to the dynamic capabilities and open innovation literature by confirming that open innovation not only mediates the relationship between these two aspects but also strengthens the effect the dynamic capabilities have on competitive firm performance. Besides, due to the significant impact of dynamic capabilities on open innovation, dynamic capabilities might be regarded as an antecedent of open innovation.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

Content available
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

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