scholarly journals Dynamic capabilities, value creation and value capture: Evidence from SMEs under Covid-19 lockdown in Poland

PLoS ONE ◽  
2021 ◽  
Vol 16 (6) ◽  
pp. e0252423
Author(s):  
Wojciech Dyduch ◽  
Paweł Chudziński ◽  
Szymon Cyfert ◽  
Maciej Zastempowski
Keyword(s):  
Value Creation ◽  
Dynamic Capabilities ◽  
Black Swan ◽  
Regression Analyses ◽  
Value Capture ◽  
Business Survival ◽  
First Order ◽  
Managerial Decisions ◽  
Key Drivers ◽  
And Performance

Dynamic capabilities, resulting from activities that allow conscious and skillful modification of a firm’s strategic potential, are seen as one of the key drivers of a firm’s value creation, competitive advantage and above-average performance in changing environments. However, little is known about how dynamic capabilities can shape business survival and performance during crises. The research objective of this paper is twofold. First, through a literature review, we seek to identify which first-order dynamic capabilities–managerial decisions under uncertainty—are vital for rapid response to a crisis. Second, we present the results of research carried out among 151 small and medium-sized companies in Poland immediately after the beginning of the economic lockdown (April 2020). The survey that we developed identifies which dynamic capabilities were essential for businesses to survive during this unexpected black swan event. We also present dependence and regression analyses showing the links between the identified dynamic capabilities and value creation, understood as retaining employees and production levels, as well as value capture, understood as maintaining cash flow and current revenues.

Interorganizational Collaboration and Start-Up Innovation

2019 ◽  
pp. 609-627
Author(s):  
Vikas Aggarwal ◽  
Andy Wu
Keyword(s):  
Value Creation ◽  
Knowledge Flows ◽  
Future Research ◽  
Collaborative Relationships ◽  
Value Capture ◽  
Time Value ◽  
Start Up ◽  
Complementary Assets ◽  
And Performance ◽  
Start Ups

This chapter presents an overview of the literature on collaborative relationships between start-ups and incumbent firms, focusing on the implications of these relationships for start-up innovation and performance. Value creation in such relationships occurs when assets are exchanged by the parties involved. Collaboration allows for passive knowledge flows and active knowledge creation. In addition, collaboration provides start-ups with access to the complementary assets of the incumbent. At the same time, value creation presents opportunities for value capture by either party, where value capture by the start-up is a consequence of the broader knowledge appropriation regime and the start-up’s own social capital. The form in which the start-up appropriates value has implications for the assets that enable value creation. The framework for value creation and capture in bilateral start-up–incumbent collaborations extends to start-up–incumbent collaborations in a platform and ecosystem context, where there are fruitful future research opportunities.

Dynamic capabilities, subnational environment, and university technology transfer

2016 ◽  
Vol 16 (1) ◽  
pp. 35-60 ◽  
Author(s):  
Changhong Yuan ◽  
Yang Li ◽  
Cristina O. Vlas ◽  
Mike W. Peng
Keyword(s):  
Technology Transfer ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Institutional Environment ◽  
Future Research ◽  
University Technology Transfer ◽  
Value Capture ◽  
University Technology ◽  
The University ◽  
Dynamic Capabilities Perspective

University technology transfer allows universities to extract benefits from their research. We examine how universities can create and capture value from their technology creation and technology commercialization efforts by embracing a dynamic capabilities perspective. Our longitudinal analysis involves 829 universities and 3908 university-year observations in 30 subnational regions (provinces) in China during a 6-year period. Our findings reveal (1) that universities create more ideas and capture more licensing value through dynamic management and active orchestration of assets, (2) that a developed factor market accelerates value creation and commercialization, and (3) that a developed institutional environment at the subnational level stimulates value creation but inhibits value capture. These interesting findings justify a dynamic capabilities perspective of the university technology transfer process while opening avenues for future research.

scholarly journals Employees’ value creation and value capture. The case of airline industry

2014 ◽  
Vol 12 (1) ◽  
pp. 453-463
Author(s):  
Valentina Della Corte ◽  
Giovanna Del Gaudio
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Value Creation ◽  
Airline Industry ◽  
Research Paper ◽  
Sustainable Competitive Advantage ◽  
Critical Factors ◽  
Value Capture ◽  
And Performance

The aim of this research paper is twofold: first, to verify whether and to what extent employees’ productivity influences firm’s value creation and performance; secondly, if and to what extent employees appropriate part of firm’s value. We focus empirically on a selected sample of firms in airline industry, in order to check if personnel’s productivity creates value, thus contributing to firm performance and sustainable competitive advantage. The reason why we chose this industry is because in this sector operations are critical factors in firm performance

An Analytical Transient Tire Model

2001 ◽  
Vol 29 (2) ◽  
pp. 108-132 ◽  
Author(s):  
A. Ghazi Zadeh ◽  
A. Fahim
Keyword(s):  
Transient Behavior ◽  
Stability Control ◽  
Vehicle Stability ◽  
Tire Model ◽  
Steering Angle ◽  
First Order ◽  
Vehicle Stability Control ◽  
Proposed Model ◽  
Depth Study ◽  
And Performance

Abstract The dynamics of a vehicle's tires is a major contributor to the vehicle stability, control, and performance. A better understanding of the handling performance and lateral stability of the vehicle can be achieved by an in-depth study of the transient behavior of the tire. In this article, the transient response of the tire to a steering angle input is examined and an analytical second order tire model is proposed. This model provides a means for a better understanding of the transient behavior of the tire. The proposed model is also applied to a vehicle model and its performance is compared with a first order tire model.

scholarly journals Differences in Disclosure of Integrated Reports at Energy and Non-Energy Companies

Energies ◽  
2021 ◽  
Vol 14 (5) ◽  
pp. 1253
Author(s):  
Maja Piesiewicz ◽  
Marlena Ciechan-Kujawa ◽  
Paweł Kufel
Keyword(s):  
Ownership Structure ◽  
Value Creation ◽  
Energy Sector ◽  
Financial Data ◽  
Integrated Reporting ◽  
Creation Process ◽  
And Performance ◽  
Energy Companies ◽  
The Impact ◽  
Value Creation Process

Integrated reports combine financial and non-financial data into a comprehensive report outlining the company’s value creation process. Our objective is to find the completeness of disclosures, which is a crucial aspect of an integrated report’s quality. This study contributes to the integrated reporting examination by identifying quantitative and qualitative gaps when applying Integrated Reporting standards, focusing on the energy sector. We conducted the study on 57 published integrated reports of listed companies in Poland. The content of each report was examined for 49 features divided into eight areas. We identify the strengths and weaknesses of current reporting performance and the impact of the company’s sector on reports’ quality. We noted that there are significant differences among the areas. The major problems concern implementing IIRC’s framework on the connections between the business model and the organization’s strategy, risks, opportunities, and performance. Our research also noted that the level of specific disclosures might be related to a company’s ownership structure. We investigated the significance of differences among companies from the energy and non-energy sectors using statistical methods. As a result of the study, we obtained that disclosures’ completeness depends on the operation sector. The companies in the energy sector publish higher-quality integrated reports than companies in the other sectors.

scholarly journals Social Media use and value creation in the digital landscape: a dynamic-capabilities perspective

2020 ◽  
Vol 31 (3) ◽  
pp. 313-343
Author(s):  
Aurora Garrido-Moreno ◽  
Víctor García-Morales ◽  
Stephen King ◽  
Nigel Lockett
Keyword(s):  
Social Media ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Media Use ◽  
Business Value ◽  
Customer Engagement ◽  
Social Media Use ◽  
Content Type ◽  
Social Media Tools ◽  
Dynamic Capabilities Perspective

PurposeAlthough Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's increasingly digital landscapes. Adopting a dynamic capabilities perspective, this paper empirically examines the specific process through which Social Media use translates into better performance and the capabilities involved in this process.Design/methodology/approachA research model is proposed that includes both antecedents and consequences of Social Media use. Existing research was examined to derive the research hypotheses, which were tested using SEM methodology on a sample of 212 hotels.FindingsThe results show that Social Media use does not exert significant direct impact on organizational performance. Rather, the findings confirm the mediating role played by Social CRM and Customer Engagement capabilities in the value creation process.Practical implicationsThe results demonstrate how Social Media tools should be implemented and managed to generate business value in hotels. Implications yield interesting insights for hotel managersOriginality/valueThis study is a first attempt to analyze empirically the real impact of digital media technologies, particularly Social Media use, drawing on the dynamic capabilities perspective and focusing on service firms (hotels). Including the variable “Organizational Readiness” as a basic prerequisite to benefit from Social Media use enhances the study's novelty and contribution.

scholarly journals Dynamic capabilities and marketing capabilities in Portugal

2017 ◽  
Vol 30 (3) ◽  
pp. 417-430 ◽  
Author(s):  
Álvaro Dias ◽  
Pereira Renato
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
Marketing Capabilities ◽  
Resource Configuration ◽  
Content Type ◽  
Transfer Processes ◽  
And Performance ◽  
Construct Dimensions ◽  
Operational Aspects

Purpose The purpose of this paper is to offer an operationalization of an aggregate construct and a decisive contribution to building a dynamic capabilities theory with marketing implications. The authors investigate the influence of dynamic capabilities, specifically routine creation through embedding learning and knowledge, on marketing capabilities and performance in Portugal. The authors examine the direct relationship between dynamic capabilities and marketing capabilities, which is indirectly linked to performance depending on the effectiveness of the resulting new resource configuration. Design/methodology/approach The authors used four construct dimensions: knowledge creation routines, knowledge transfer processes, marketing capabilities, and firm performance. The study was based on an inter-industry random sample of firms selected from a commercial list. During a nine-month period the authors gathered data from a questionnaire delivered in hand to participating firms and collected through in-depth personal interviews. It was filled out by directors of Portuguese firms who agreed to participate in this study. Findings First, dynamic capabilities play an important role in the evolution of marketing capabilities and the maintenance of competitive advantage. Specifically, the authors identified a link between knowledge creation routines and knowledge transfer processes with marketing capabilities. Second, the effect of dynamic capabilities on performance can be considered to be substantially indirect. However, the results also show a direct link between knowledge transfer and performance. Originality/value First, the development of a model establishing the contribution to the evolution of marketing capabilities in order to compete in a changing environment, considering the critical effect of knowledge creation and transfer in a non-static market configuration. Second, the analysis of marketing capabilities from different layers, from strategic to more operational aspects.

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