scholarly journals Unbundling dynamic capabilities for inter-organizational collaboration

2019 ◽  
Vol 26 (3) ◽  
pp. 422-448 ◽  
Author(s):  
Olga Petricevic ◽  
Alain Verbeke
Keyword(s):  
Dynamic Capabilities ◽  
Estimation Method ◽  
Electrical Equipment ◽  
Innovation Performance ◽  
Dynamic Capability ◽  
Content Type ◽  
Organizational Contexts ◽  
Theoretical Perspectives ◽  
Different Types ◽  
Organizational Linkages

Purpose The purpose of this paper is to explore two distinct subsets of dynamic capabilities that need to be deployed when pursuing innovation through inter-organizational activities, respectively, in the contexts of broad networks and specific alliances. The authors draw distinctions and explore potential interdependencies between these two dynamic capability reservoirs, by integrating concepts from the theoretical perspectives they are derived from, but which have until now largely ignored each other – the social network perspective and the dynamic capabilities view. Design/methodology/approach The authors investigate nanotechnology-driven R&D activities in the 1995–2005 period for 76 publicly traded firms in the electronics and electrical equipment industry and in the chemicals and pharmaceuticals industry, that applied for 580 nanotechnology-related patents and engaged in 2,459 alliances during the observation period. The authors used zero-truncated Poisson regression as the estimation method. Findings The findings support conceptualizing dynamic capabilities as four distinct subsets, deployed for sensing or seizing purposes, and across the two different inter-organizational contexts. The findings also suggest potential synergies between these subsets of dynamic capabilities, with two subsets being more macro-oriented (i.e. sensing and seizing opportunities within networks) and the two other ones more micro-oriented (i.e. sensing and seizing opportunities within specific alliances). Practical implications The authors show that firms differ in their subsets of dynamic capabilities for pursuing different types of inter-organizational, boundary-spanning relationships (such as alliances vs broader network relationships), which ultimately affects their innovation performance. Originality/value The authors contribute to the growing body of work on dynamic capabilities and firm-specific advantages by unbundling the dynamic capability subsets, and investigating their complex interdependencies for managing different types of inter-organizational linkages. The main new insight is that the “linear model” of generating more innovations through higher inter-firm collaboration in an emerging field paints an erroneous picture of how high innovation performance is actually achieved.

A problem-solving process for developing capabilities: the case of an established firm

2019 ◽  
Vol 23 (4) ◽  
pp. 713-727
Author(s):  
Ei (Emily) Shu
Keyword(s):  
Problem Solving ◽  
New Product Development ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Capability Development ◽  
Unique Problem ◽  
Content Type ◽  
Different Types ◽  
Problem Solving Process ◽  
Development Literature

Purpose Current research has theorized that developing dynamic capability can be viewed as a problem-finding and problem-solving process in terms of a firm’s resource reconfiguration. However, there continues to be a scarcity of empirical research on how firms and managers solve innovation problems to develop capabilities. Building on the theoretical lens of problem-solving perspective (PSP) and dynamic capability literature, the purpose of this paper is to address this gap by examining how a large automobile company developed different types of capabilities (combining capability, replacing capability and evolving capability) and their underlying problem-solving processes. Design/methodology/approach An inductive multi-case design was used to investigate the problem-solving process in different types of capability development in the context of NPD. This methodology has a number of benefits, including accommodation of the rich data used to compare the inferences among cases, thus enabling researchers to extend the emergent theory. Findings The findings of a multi-case study show that managers tend to direct their attentions to searching for solutions among external resources when the problem is framed as a combination of existing capabilities. Conversely, managers direct their attention to facilitating organizational learning when the problem is framed as an extension of an existing capability. However, managers need to direct more attention to gaining legitimacy when the problem is framed as a replacement of existing capabilities. The findings thus respond to increasing calls for more investigations into the microfoundations underlying firms’ capabilities, by revealing different instances of PSP, and their connections with different actions that take to capability development. Originality/value By comparatively examining the unique problem-solving process underlying an established firm’s innovative challenges in developing capabilities, the findings identify different instances of PSP, and their connections with different actions that take to capability development. Thus, the findings respond to increasing calls for more investigation into the microfoundations of dynamic capabilities for organizational outcomes. The findings also add to the new product development literature by examining how a product innovation can be framed differently depending on the attributes of an innovation problem. As PSP is particularly useful in offering guidance to firms’ innovative search, it is important for managers to pay attention to the attribute of each product and its domain of solution in considering the effectiveness of value creation.

scholarly journals The role of strategic purchasing in dynamic capability development and deployment

2018 ◽  
Vol 38 (2) ◽  
pp. 446-473 ◽  
Author(s):  
Alistair Brandon-Jones ◽  
Desiree Knoppen
Keyword(s):  
Operations Management ◽  
Dynamic Capabilities ◽  
Positive Impact ◽  
Innovation Performance ◽  
Dynamic Capability ◽  
Equation Modeling ◽  
Capability Development ◽  
Content Type ◽  
Strategic Purchasing ◽  
The Impact

Purpose The purpose of this paper is to report on research into the impact of two sequential dimensions of strategic purchasing – purchasing recognition and purchasing involvement – on the development and deployment of dynamic capabilities. The authors also examine how such dynamic capabilities impact on both cost and innovation performance, and how their effects differ for service as opposed to manufacturing firms. Design/methodology/approach The authors test hypotheses using structural equation modeling of survey data from 309 manufacturing and service firms. Findings From a dynamic capability perspective, the analysis supports the positive relationships between purchasing recognition, purchasing involvement, and dynamic capability in the form of knowledge scanning. The authors also find support for the positive impact of knowledge scanning on both cost and innovation performance. From a contingency perspective, data supports hypothesized differences caused by industry, whereby service-based firms experience stronger positive linkages in our model than manufacturing-based firms. Finally, emerging from the data, the authors explore a re-enforcing effect from cost performance to purchasing involvement, something that is in line with the dynamic capabilities perspective but not typically addressed in operations management (OM) research. Originality/value The research offers a number of theoretical and managerial contributions, including being one of a relative few examples of empirical assessment of dynamic capability development and deployment; examining the enablers of dynamic capability in addition to the more commonly addressed performance effect; assessing the contingency effect of firm type for dynamic capabilities; and uncovering a return (re-enforcing) effect between performance and enablers of dynamic capabilities.

The impact of customer knowledge and marketing dynamic capability on innovation performance: an empirical analysis

2017 ◽  
Vol 32 (7) ◽  
pp. 901-912 ◽  
Author(s):  
Mauro Falasca ◽  
Jiemei Zhang ◽  
Margy Conchar ◽  
Like Li
Keyword(s):  
Organizational Learning ◽  
Dynamic Capabilities ◽  
Innovation Performance ◽  
Dynamic Capability ◽  
High Tech ◽  
Customer Knowledge ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose This paper aims to explore the intermediary role of marketing dynamic capability (MDC) in the relationship between customer knowledge management (CKM) and product innovation performance (PIP). Design/methodology A conceptual model is proposed and a survey instrument is developed. The model is tested empirically in an organizational buyer/seller setting using a survey among middle and top management of firms engaged in business-to-business relationships within high-tech industries in China. Findings Results show that MDC fully mediates the relationship between CKM and PIP. Empirical findings thus demonstrate that CKM is related to improved firm PIP through the deployment of firm-specific MDCs. Research implications/limitations The study provides clarification for a unique distinction between organizational learning and dynamic capabilities. Findings suggest that knowledge creation occurs within the scope of CKM, while the analytical and perceptual processes that lead to insights and redeployment of firm resources fall under the umbrella of MDCs. Practical implications Dynamic capabilities play an essential role in transforming the firm’s knowledge resources to create new configurations in response to market needs. Hence, this study reinforces the role of marketing decision-makers with appropriate decision-making power who, in an ongoing cooperation with other functional areas, are able to adapt and redeploy resources to reflect environmental changes and implement marketing strategy decisions. Originality/value This study contributes to the literature by addressing simultaneously the relationship between CKM, MDC and PIP. Specifically, the study demonstrates the mediating influence of MDCs on the relationship between CKM and firm PIP. The study also clarifies a key distinction between organizational learning and dynamic capabilities, demonstrating that knowledge serves an antecedent role to the deployment of dynamic capabilities.

Dynamic capabilities vs. innovation capability: are they related?

2014 ◽  
Vol 21 (3) ◽  
pp. 368-384 ◽  
Author(s):  
Lidija Breznik ◽  
Robert D. Hisrich
Keyword(s):  
Literature Review ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Future Research ◽  
Innovation Capability ◽  
New Approach ◽  
Content Type ◽  
New Research ◽  
The Relationship

Purpose – The purpose of this paper is to provide insights into the relationship between dynamic capabilities and innovation capabilities. It links dynamic capability with innovation capability and indicates the ways they can be related. Design/methodology/approach – The relationships between dynamic and innovation capability were investigated through a systematic literature review. Findings – The review indicates that common characteristics exist between of the both fields, which demonstrate six relationships. Additionally, findings show some inconsistencies and even contradictions. Originality/value – In this paper, the authors have compared dynamic capabilities, a relatively new approach in the field of strategic management, with innovation capabilities, a widely recognised crucial domain for sustained competitiveness. Since both areas address issues that are essential to today's environment, future research should seek to clarify both concepts, by undertaking some new research and developing comprehensive and unambiguous framework.

Comprehending a knowledge framework as a source of dynamic capabilities in IJVs through PLS-SEM

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Madhavi Kapoor ◽  
Vijita Aggarwal
Keyword(s):  
Knowledge Transfer ◽  
Absorptive Capacity ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Global Market ◽  
Innovation Performance ◽  
International Joint Ventures ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Content Type

Purpose This study aims to investigate the relationship among knowledge transfer enablers, knowledge transfer process, absorptive capacity and innovation performance in the context of Indian international joint ventures (IJVs). These elements are woven with the thread of dynamic capabilities theory (DCT) into an integrated framework. Design/methodology/approach Data analysis is conducted on a quantitative survey of 196 IJVs with partial least squares structural equation modeling as the statistical technique. Findings Co-learning strategy, collaborative trust culture, information technology-based resources and systems and organizational structural design are found to be significant knowledge transfer enablers. Absorptive capacity has a complementary partial mediation effect on the positive relationship between knowledge transfer and innovation performance of Indian IJVs. Research limitations/implications The study has pioneered in explicating the criticality of IJV’s internal dynamics to cope with the global market dynamism in a much needed Indian context. Practitioners must focus on building dynamic capabilities in IJVs to make them sustainably competitive, as proposed and evaluated by this study. Further, IJV managers need to strategize their resources, routines and structure dynamically to foster knowledge transfer and innovativeness. Originality/value The comprehensive model on DCT offered by this study is rare to match in literature with a completely new context, which is the need of the hour.

Exploring organizational problem-solving modes: a dynamic capabilities approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matin Mohaghegh ◽  
Andreas Größler
Keyword(s):  
Problem Solving ◽  
Dynamic Capabilities ◽  
Fundamental Solutions ◽  
Capabilities Approach ◽  
Dynamic Capability ◽  
Learning Mechanisms ◽  
Content Type ◽  
Improvement Programs ◽  
Micro Foundations

PurposeAdopting the dynamic capability perspective, this study aims at exploring which problem-solving capabilities result in fundamental solutions with a potentially low likelihood for problems to recur. This can also shed light on why, despite many attempts, process improvement programs often fail to produce such long-term solutions.Design/methodology/approachA case study is carried out to inductively describe and classify problem-solving in companies and to indicate why problem-solving efforts are typically bounded to short-term solutions. The empirical findings are triangulated with findings from the extant literature.FindingsFirst, the authors propose three problem-solving modes with different characteristics and potential impacts on operational performance: intuitive problem-solving, semi-structured problem-solving and systematic problem-solving. Second, by emphasizing dynamic capabilities' micro-foundations and with the focus on learning mechanisms, the authors show that, among these modes, only systematic problem-solving can serve as a dynamic capability with fundamental solutions. Third, based on insights from the case study, the authors address behavioral and organizational impediments that curb dynamic capabilities and limit systematic problem-solving adoption.Originality/valueThis study is an empirically informed attempt to understand systematic problem-solving as a dynamic capability. The authors uncover the micro-foundations and the learning mechanisms through which systematic problem-solving becomes a dynamic capability. By highlighting problem-solving orientation as a hardly investigated dimension of improvement programs, the authors show that a mixture of a static problem-solving approach and a set of impediments at both individual and organizational levels is the major reason of failures of improvement programs over time.

Dynamic capabilities in fashion apparel industry: emergent conceptual framework

2016 ◽  
Vol 11 (3) ◽  
pp. 286-309 ◽  
Author(s):  
Yi-Sheng Wang
Keyword(s):  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Apparel Industry ◽  
Basic Knowledge ◽  
Dynamic Capability ◽  
Trade Association ◽  
Content Type ◽  
Theoretical Contribution ◽  
Market Competitiveness ◽  
Fashion Apparel

Purpose – The purpose of this paper is to reconfigure a new component of dynamic capabilities across firms, and to summarize propositions and to construct a conceptual framework of the dynamic capabilities in fashion apparel industry. Design/methodology/approach – The author used the interviews with the industry experts and trade association executives to develop an understanding of the strategic and technological issues facing the industry and to gain a historical perspective on the evolution of the industry. Findings – This study explored the establishment of dynamic capability and market competitiveness in the fashion apparel industry from the perspectives of dynamic capability and resources embedment, and brought out the insight that commonalities/component has been overlooked. The “conceptual framework of dynamic capabilities in fashion apparel industry” developed by this study, which consists of the major key factors for the maintenance of fast fashion apparel industry in market competitive advantage. Research limitations/implications – Although the five top fashion apparel groups interviewed in this study are representative, there are limits in classification of other brands, which is one of the limitations in this study. Second, although qualitative research can achieve understanding of the utmost layer of situations, its greatest limitation is that it cannot investigate massive amount of interviewees, which is a second limitation in this study. Originality/value – The theoretical contribution of the study is to construct a conceptual framework of dynamic capabilities in the fashion apparel industry using eight theoretical propositions. Such conceptual framework will become a basic knowledge system for firms in the fashion apparel industry to develop strategic directions, as well as an important knowledge reference to other firms when choosing what to establish as their core competences.

Re-thinking and re-operationalizing product innovation capability

2018 ◽  
Vol 30 (4) ◽  
pp. 374-397 ◽  
Author(s):  
Sumeet Om Sharma ◽  
Angela Martin
Keyword(s):  
Empirical Research ◽  
Product Innovation ◽  
Dynamic Capabilities ◽  
Process Management ◽  
A Priori ◽  
Dynamic Capability ◽  
Future Research ◽  
Innovation Capability ◽  
Content Type ◽  
Measurement Models

Purpose This paper aims to enhance the understanding of the essence of product innovation capability (PIC) as a dynamic capability by systematically assessing its conceptualization and construct validity. The paper answers the call by numerous researchers to undertake research efforts to better understand and operationalize dynamic capability constructs. Design/methodology/approach A priori and scholarly contentions based on complementarities between the tenets of three prominent frameworks (Dynamic Capability View, Process Management and Organizational Ambidexterity) were utilized for conducting a theoretical triangulation, as presented in the paper. Established approaches to explication and measurement of multi-dimensional latent constructs were used for guiding this paper. Findings This paper enhances the conceptualization of dynamic capabilities and identifies a lacuna in frequently adopted PIC operationalization approaches that is pertinent to other dynamic capabilities. It presents substantive and specific prescriptions for enabling the development of superior capability (both dynamic and operational) measurement models in empirical research. Research limitations/implications The diverse implications for research and practice are discussed in the paper alongside suggestions for future research. Originality/value This paper guides future theoretical and empirical research by reviewing the conception and validity of PIC. It presents a comprehensive conception of dynamic capabilities by extending the dynamic capability definition to address the identified problems. The arguments presented have wide-ranging applications and broad generalizability across multiple research fields.

Multigroup analysis of higher-order model of knowledge variables in the context of global ventures through PLS-SEM

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vijita S. Aggarwal ◽  
Madhavi Kapoor
Keyword(s):  
Knowledge Transfer ◽  
Dynamic Capabilities ◽  
Group Analysis ◽  
Test Group ◽  
Organizational Factors ◽  
Innovation Performance ◽  
Primary Data ◽  
Future Research ◽  
Content Type ◽  
Knowledge Intensive

PurposeThe study purports at investigating the effect of organizational factors (strategy, culture, information technology and structure) on knowledge transfer and innovation performance in the context of Indian International joint ventures (IJVs) of varied ages and industries. All the variables are woven together in the framework of dynamic capabilities theory.Design/methodology/approachPLS-SEM was used to analyze the primary data collected from IJVs. The disjoint two-stage approach was applied to check the mediation in the model. The multigroup technique was deployed to test group-differences in the sample.FindingsThe four organizational factors, combined as a construct, are seen to have a positive impact on knowledge transfer, which facilitates innovation performance. But mediation analysis revealed the insignificant indirect relationship of organizational factors with innovation through knowledge transfer for the total sample. In-depth group analysis revealed that these results differ between young and mature IJVs and knowledge-intensive and non-knowledge intensive industries.Research limitations/implicationsThe number of organizational factors is limited to four, which can be further increased. Longitudinal studies for investigating the formation of dynamic capabilities can be the future research direction.Originality/valueThe research has provided hierarchical analysis for organizational factors, knowledge transfer and innovation performance with multigroup industrial and age-wise analysis of Indian IJVs, which is still unplumbed in international business literature.

Sensing opportunities in dynamic markets: how to encourage all employees to take part

2019 ◽  
Vol 40 (3) ◽  
pp. 18-24
Author(s):  
Klavdia Markelova Evans ◽  
Ashley Salaiz
Keyword(s):  
Design Methodology ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Content Type ◽  
Dynamic Markets ◽  
Simple Rules ◽  
Rules Of Thumb ◽  
Micro Foundations ◽  
Practical Implications ◽  
Conceptual Work

Purpose This paper aims to investigate how companies can retain their ability to recognize, seize and maintain opportunities. Design/methodology/approach This conceptual work is built on existing research about an organization’s dynamic capabilities and literature on judgment under uncertainty. Findings This study offers specific ways in which companies can develop the dynamic capability of identifying new opportunities and, most importantly, how firms can maintain this rare dynamic capability for significant periods, so that they can harvest the benefits offered by owning this capability. Practical implications This study’s specific insights equip practitioners with turn-key information on how to build or maintain a firm’s unique ability to sense and capture an opportunity via the enhancement of the firm’s portfolio of simple rules. Originality/value This research introduces a novel idea about micro-foundations of a firm’s dynamic capabilities and theoretically argues that a favorable organizational culture and individuals’ rules of thumb can form a company’s dynamic ability to sense and seize an opportunity in high-velocity markets.

Sign in / Sign up

Export Citation Format

Share Document