On the contingent value of dynamic capabilities for competitive advantage: The nonlinear moderating effect of environmental dynamism

2013 ◽  
Vol 35 (2) ◽  
pp. 179-203 ◽  
Author(s):  
Oliver Schilke
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Moderating Effect ◽  
Environmental Dynamism

scholarly journals Kapabilitas Dinamik dan Keunggulan Bersaing: Dinamisme Lingkungan Moderator ataukah Driver?

2020 ◽  
Vol 12 (1) ◽  
pp. 18-34
Author(s):  
Umu Khouroh ◽  
Irany Windhyastiti ◽  
Christina Sri Ratnaningsih
Keyword(s):  
Competitive Advantage ◽  
Hypothesis Testing ◽  
Dynamic Capabilities ◽  
Major Effect ◽  
Quantitative Approach ◽  
Dynamic Capability ◽  
Environmental Dynamism

The aim of this study is to investigate the role of environmental dynamism in relation to dynamic capabilities and competitive advantage. This study uses a quantitative approach and type of explanatory research. The survey was conducted at 130 MSMEs in Malang Raya. Hypothesis testing using SEM-PLS. The findings of the study prove that environmental dynamism is a driver for dynamic capability, while providing evidence that environmental dynamism acts as a negative moderator for achieving competitive advantage. Another finding is that dynamic capabilities have a major effect on competitive advantage while simultaneously acting as fully mediating environmental dynamism with competitive advantage. The implication is important for MSMEs to develop dynamic capabilities in order to deal with environmental dynamism so that MSMEs can increase competitive advantage because if they do not develop dynamic capabilities, environmental dynamism will reduce MSME's competitive advantage.

scholarly journals The Role of Employee Behaviour and Organizational Structure in the Relationship Between Strategic Planning and Competitive Advantage of Large Manufacturing Firms in Kenya

2019 ◽  
Vol 10 (3) ◽  
pp. 1
Author(s):  
Jackson K. Maingi ◽  
Zachary B. Awino ◽  
Peter O. K’Obonyo ◽  
Ganesh P. Pokhariyal
Keyword(s):  
Strategic Planning ◽  
Organizational Structure ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Manufacturing Firms ◽  
Moderating Effect ◽  
Cross Sectional Survey ◽  
Design Data ◽  
Cross Sectional ◽  
The Relationship

Several studies have been carried out in the past to find out how strategic planning and competitive advantage are connected and the causes of differences in competitive advantage among firms. Scholars have argued that competitive advantage can emanate from either internal or external sources and is usually in several forms which include; valuable resources, the position held within the industry, position within the marketplace, operating at lower costs than rival firms, differentiation, capabilities and dynamic capabilities. This study sought to advance knowledge and was based on the premise that strategic planning influences competitive advantage both directly and also indirectly by way of the mediating influence of employee behaviour and the moderating effect of organizational structure. The study was underpinned by the competitive advantage typology/theory, the resource-based theory, dynamic capabilities theory, goal-setting theory and contingency theory. The study used a positivist research paradigm and a cross-sectional survey design. Data collected from 122 large manufacturing firms was analyzed using both descriptive and inferential statistics. Hypotheses were tested using both simple and multivariate regression analysis as well as hierarchical analysis for mediating and moderating effects. The findings indicate that overall strategic planning has a statistically significant influence on competitive advantage and that employee behaviour completely mediates the relationship between strategic planning and competitive advantage while organizational structure has a partial moderating effect between strategic planning and competitive advantage. In addition, the joint influence of employee behaviour and organizational structure is different from the influence of individual variables on the relationship between strategic planning and competitive advantage. The outcomes from this research lend support to previous enquiries and support all the theories used to underpin the study.

scholarly journals Innovative Behavior and Firm Competitive Advantage: The Moderating Effect of Environmental Dynamism

2021 ◽  
Vol 13 (1) ◽  
pp. 159-170
Author(s):  
Olawale Fatoki
Keyword(s):  
Competitive Advantage ◽  
Quantitative Research ◽  
Positive Impact ◽  
Moderating Effect ◽  
Survey Method ◽  
Innovative Behavior ◽  
Environmental Dynamism ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
The Relationship

Abstract The study investigated the effect of innovative behavior of managers on the competitive advantage of small, medium, and micro enterprises (SMMEs) in South Africa. In addition, the study examined the moderating role of environmental dynamism in the relationship between innovative behavior and competitive advantage. The study adopted the quantitative research design, and the cross-sectional survey method was used for data collection. Hierarchical regression was used for data analysis. Based on a dataset of 140 respondents, the results indicated that innovative behavior has a significant positive impact on competitive advantage. The moderating effect of environmental dynamism is insignificant. Theoretically, the study explains the moderating effect of environmental dynamism in the relationship between innovative behavior and firm competitive advantage. To sustain competitive advantage, it is important for firms to invest in the innovative behavior of managers and employees through training. Management must foster an environment that support the generation of new ideas by employees and the coordination of such ideas to improve products and services.

scholarly journals Moderating Effect of Dynamic Capabilities on the Relationship between Entrepreneurial Orientation and Business Performance of Small and Medium Enterprises.

2018 ◽  
Vol 6 (5) ◽  
Author(s):  
Joan Bii ◽  
Robert Onyango
Keyword(s):  
Competitive Advantage ◽  
Entrepreneurial Orientation ◽  
Business Performance ◽  
Dynamic Capabilities ◽  
Performance Metrics ◽  
Empirical Studies ◽  
Business Environment ◽  
Moderating Effect ◽  
Common View ◽  
The Relationship

This paper reviewed past literature with the aim of establishing the trends in published literature on dynamic capabilities, entrepreneurial orientation (EO) and business performance of Small and Medium Enterprise’s (SMEs). Based on this review the relationship between dynamic capabilities, entrepreneurial orientation and business performance of SMEs is hinged on Schumpeter theory of innovations, (Schumpeter, 1942) and dynamic capability theory by Teeceet al (1997). Scholars have a common view that the association between EO and business performance is too complex hence moderated by variables. Dynamic capabilities (DC) have a moderating role between predictors of competitive advantage and business performance. The literature reviewed therefore presents the empirical studies globally and locally on moderation of dynamic capabilities on EO and business performance of SMEs. From the review it has been established that there are inconsistent findings in terms of relationships between DCs, EO and performance of SMEs which is justified by the fact that DCs, EO dimensions vary independently and may not be equally valuable across performance metrics or different stages of development of SMEs, besides different situations impacts on the relationship between DCs, EO and business performance of SMEs. In addition there is a dearth of literature on the moderating effect of dynamic capabilities on the relationship between EO and business performance thus calling for further interrogation in the context of developing countries. In conclusion there are mixed results in the linkage between EO and business performance, however effective integration and implementation of EO and DC would help the organization secure competitive advantage in the face of dynamic business environment to foster high business performance.

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