Case Study on Innovation Strategy and Dynamic Capabilities of Pharmaceutical Company

2020 ◽  
Vol 23 (2) ◽  
pp. 359-386
Author(s):  
Won-kyu Choi ◽  
Byung-Keun Kim
Keyword(s):  
Pharmaceutical Company ◽  
Dynamic Capabilities ◽  
Innovation Strategy

scholarly journals Impact of Technology Habitual Domain on Ambidextrous Innovation: Case Study of a Chinese High-Tech Enterprise

2018 ◽  
Vol 10 (12) ◽  
pp. 4602 ◽  
Author(s):  
Xinwei Ye ◽  
Lei Ma ◽  
Junwen Feng ◽  
Yang Cheng ◽  
Zheng Liu
Keyword(s):  
Dynamic Capabilities ◽  
Dynamic Environment ◽  
Innovation Strategy ◽  
High Tech ◽  
Sustainable Competitive Advantage ◽  
Turbulent Environment ◽  
Influence Mechanism ◽  
Impact Of Technology ◽  
Exploratory Innovation

To obtain a sustainable competitive advantage in the dynamic environment, it is necessary for Chinese high-tech enterprises to focus on their technology habitual domains in formulating ambidextrous innovation strategy. This study integrates technology habitual domain, exploratory innovation and exploitative innovation within a framework and explores the influence mechanism among them. Based on an in-depth case study on KTE, representing a high-tech enterprise in China, we have several findings. Firstly, we depict the evolution mechanism of technology habitual domain; secondly, we find that the high-tech enterprise’s technology habitual domain will cultivate and develop the firms’ dynamic capabilities; and thirdly, the expansion of technology habitual domain will promote exploitative innovation, while the transformation of technology habitual domain will promote exploratory innovation. These findings can be useful guidance for high-tech enterprises in China who are aiming to achieve ambidextrous innovation to better adapt to the turbulent environment, and thus achieving sustainability.

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.

The US brewing industry, strategic windows and survival

2014 ◽  
Vol 20 (4) ◽  
pp. 434-458 ◽  
Author(s):  
Lynn A. Walter ◽  
Linda F. Edelman ◽  
Keneth J. Hatten
Keyword(s):  
Dynamic Capabilities ◽  
Survival Rates ◽  
Second Phase ◽  
Brewing Industry ◽  
Content Type ◽  
Operational Capabilities ◽  
Select Group ◽  
The Us ◽  
The Usa

Purpose – This paper aims to investigate how dynamic capabilities enabled survival in a select group of brewers, during one of the lengthiest and most severe industry consolidations in history. In doing so, we advance Abell’s (1978) theory of strategic windows through integration with the resource-based view of the firm. Design/methodology/approach – Using a mixed method approach, we first apply case study methods to develop hypotheses around the timing and level of operational capability required for survival. In the second phase, we test these hypothesized estimations on the USA Brewing population. Findings – Indicate that brewers which had advanced distribution and manufacturing operational capabilities before the strategic window of opportunity closed had higher survival rates. Practical implications – This study reinforces the importance of making timely strategic investments in capabilities. Originality/value – The integration of strategic window and capability theories advances our understanding of the roles that capabilities and time play in determining firm survival.

scholarly journals An Empirical Study on Green Innovation Strategy and Sustainable Competitive Advantages: Path and Boundary

2018 ◽  
Vol 10 (10) ◽  
pp. 3631 ◽  
Author(s):  
Baoshan Ge ◽  
Yibing Yang ◽  
Dake Jiang ◽  
Yang Gao ◽  
Xiaomin Du ◽  
...  
Keyword(s):  
Dynamic Capabilities ◽  
Environmental Uncertainty ◽  
Reference Value ◽  
Mediating Effect ◽  
Management Theory ◽  
Innovation Strategy ◽  
Competitive Advantages ◽  
Green Innovation ◽  
Sustainable Competitive Advantages ◽  
The Impact

Although green innovation strategy (GIS) is the driving force for the sustainable development of enterprises, while the strategy is implemented, an increased cost and a change in organizational routines will cause an organization to become fragile, and even affect the sustainable competitive advantages. So, the purpose of this paper is to explore the impact path of GIS on sustainable competitive advantages and the implementation boundary of GIS. To explain the impact path, we consider the concept of dynamic capabilities to be the mediator variable. To explain the implementation boundary of GIS, we systematically explore the relationships among GIS, dynamic capabilities and sustainable competitive advantages under different levels of environmental uncertainty. Based on 241 new Chinese green firms, the empirical results find that GIS helps enterprises to gain sustainable competitive advantages. However, in the process of strategy implementation, enterprises should choose appropriate methods according to different degrees of environmental uncertainty. In a low environmental uncertainty, dynamic capabilities play a full intermediary role between GIS and sustainable competitive advantages. However, in a high environmental uncertainty, dynamic capabilities have no mediating effect between GIS and sustainable competitive advantages. This study not only integrates green management theory and strategic management theory but also makes up for the deficiencies in research on these theories and has important reference value for enterprises that seek to carry out green innovation activities.

Influence of middle management on dynamic capabilities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marina de Almeida Cruz ◽  
Victor Silva Corrêa ◽  
Daniela Martins Diniz ◽  
Felipe Mendes Borini
Keyword(s):  
Dynamic Capabilities ◽  
Management Training ◽  
Case Study Method ◽  
Content Type ◽  
Top Managers ◽  
Micro Level ◽  
Research Stream ◽  
Management Functions ◽  
Practical Implications

PurposeThe dynamic capabilities (DC) literature focuses primarily on top managers. Although recent studies have drawn attention to middle management's (MM) relevance, these professionals have not been the focus of much attention in the DC literature. The purpose of this paper is to investigate whether and how MM influences DC dimensions.Design/methodology/approachThrough a qualitative strategy and case-study method, 13 MM professionals from four Brazilian companies embedded in competitive and dynamic contexts were investigated. The “micro-practices” approach was used to operationalize the DC construct.FindingsThe evidence shows that MM influences DC dimensions. This influence appears to emanate from 19 identified and named micro-practices.Practical implicationsBy examining how micro-practices (micro-level) influence macro-level DC dimensions, this article raises the significance of including the micro-practices identified herein in management-training programs.Originality/valueThe first relates to the identification of micro-practices within the MM scope. The second relates to the association of micro-practices with management functions. The third relates to the association of micro-practices with DC dimensions. Thereby, this article highlights how DC work in organizations' daily activities. The fourth is the construction of a framework that demonstrates how to integrate the DC micro (micro-practices), meso (managerial functions) and macro (DC dimensions) scopes. Fifth, this paper affirms the emerging research stream that stresses MM's relevance for DC generation.

How can dynamic capabilities make sense in avoiding value co-creation traps?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xinbo Sun ◽  
Qingqiang Zhang
Keyword(s):  
Technology Integration ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Archival Data ◽  
Manufacturing Companies ◽  
Content Type ◽  
The Creation ◽  
Network Capability

PurposeThe existing research rarely explains the role of dynamic capabilities in the creation of value co-creation behaviors. The purpose of this paper is to explore how dynamic capabilities play a role in avoiding value co-creation traps and generating new value co-creation behaviors.Design/methodology/approachThis paper collects rich interview and archival data from two Chinese manufacturing companies to examine value co-creation in digital servitization by the case study.FindingsThe paper discovers the value co-creation traps that enterprises face in digital servitization and analyzes the important role of resource and technology integration capabilities in avoiding these traps. Also, the research explores how network capability affects the generation of new value co-creation behaviors.Originality/valueThis paper develops a framework for dynamic capabilities to avoid value co-creation traps and generate new value co-creation behaviors.

Fashion Retail Innovation

2015 ◽  
pp. 269-294 ◽  
Author(s):  
Torben Tambo
Keyword(s):  
Absorptive Capacity ◽  
Product Innovation ◽  
Dynamic Capabilities ◽  
Process Innovation ◽  
Maturity Models ◽  
Technology And Innovation ◽  
Management Of Technology ◽  
Expected Outcome ◽  
Fashion Retail

Fashion retail is recognised for its strong capabilities in product innovation, while also having the potential to improve the governance of technology-based process innovation. This chapter proposes a model perspective in management of technology and innovation, including special requirements of fashion retailing. In particular, this chapter discusses the context of fashion retailing understood as product and brand-based characteristics. A case study-based methodology is then used to guide an analysis of antecedents and (expected) outcome of fashion retail innovation. IT-based innovation dominates, but innovation is suggested to include a broader scope of technologies. Contrary to innovation maturity models, this chapter proposes to consider innovation as a continuous refinement between dynamic capabilities and absorptive capacity where technologies must be adapted to the special characteristics of the fashion retail industry.

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