Dynamic Capabilities in R&D-Networks

2010 ◽  
pp. 58-73
Author(s):  
Arla Juntunen
Keyword(s):  
Dynamic Capabilities ◽  
Collaborative Network ◽  
Business Networks ◽  
Longitudinal Case Study ◽  
Industry Cluster ◽  
Resource Based View ◽  
Cluster Networks ◽  
Management Perspective ◽  
Market Transaction

This chapter addresses collaborative business networks at the level of industry/cluster networks, which is important and relevant from the strategic management perspective in several industries. Collaborative networks are seen to offer firms collective benefits beyond those of a single firm or market transaction. The author of this chapter aims to contribute to the development of theories of knowledge management, organizational learning and a resource-based view of the firm. The initial argument is that the characteristics of the task that organizations try to accomplish through forming a specific collaborative network influence the organization’s intellectual capital, the capabilities developed and required. This chapter is based on a longitudinal case study in the ICT-sector.

Creating Competitive Advantage

2011 ◽  
pp. 202-225
Author(s):  
Arla Juntunen
Keyword(s):  
Dynamic Capabilities ◽  
Business Networks ◽  
Network Approach ◽  
Longitudinal Case Study ◽  
Industry Cluster ◽  
Resource Based View ◽  
Cluster Networks ◽  
Management Perspective ◽  
Market Transaction

This chapter addresses collaborative business networks at the level of industry/cluster networks, which is important and relevant from the strategic management perspective in several industries. This chapter examines two current “hot topics”: the emergence of a new Internet driven business group, and its construction through a series of intentionally developed collaborative networks. Networks are seen to offer firms collective benefits beyond those of a single firm or market transaction. The author of this chapter aims to contribute to the development of the emerging theory of network management by inte-grating notions from the Industrial Network Approach and the Resource-Based View of the firm, in particular its extensions into dynamic capabilities and learning. The starting premise is that the charac-teristics of the task that organizations try to accomplish through forming a specific collaborative net-work influence, the management of that network, and thus, the capabilities developed and required. This chapter is based on a longitudinal case study in the ICT-sector.

Creating Competitive Advantage

2008 ◽  
pp. 3634-3657
Author(s):  
Arla Juntunen
Keyword(s):  
Dynamic Capabilities ◽  
Business Networks ◽  
Network Approach ◽  
Longitudinal Case Study ◽  
Industry Cluster ◽  
Resource Based View ◽  
Cluster Networks ◽  
Management Perspective ◽  
Market Transaction

This chapter addresses collaborative business networks at the level of industry/cluster networks, which is important and relevant from the strategic management perspective in several industries. This chapter examines two current “hot topics”: the emergence of a new Internet driven business group, and its construction through a series of intentionally developed collaborative networks. Networks are seen to offer firms collective benefits beyond those of a single firm or market transaction. The author of this chapter aims to contribute to the development of the emerging theory of network management by inte-grating notions from the Industrial Network Approach and the Resource-Based View of the firm, in particular its extensions into dynamic capabilities and learning. The starting premise is that the charac-teristics of the task that organizations try to accomplish through forming a specific collaborative net-work influence, the management of that network, and thus, the capabilities developed and required. This chapter is based on a longitudinal case study in the ICT-sector.

Adopting a digital transformation strategy to enhance business network commons regeneration: an explorative case study

2020 ◽  
Vol 32 (4) ◽  
pp. 561-585
Author(s):  
Alessia Zoppelletto ◽  
Ludovico Bullini Orlandi ◽  
Cecilia Rossignoli
Keyword(s):  
Business Strategy ◽  
Digital Transformation ◽  
Business Networks ◽  
Longitudinal Case Study ◽  
Business Network ◽  
Sustainable Business ◽  
Content Type ◽  
Italian Case ◽  
Transformation Strategy

PurposeThis article aims to understand whether and how a digital transformation strategy (DTS) can strengthen the relationship between network organizations and the generation/regeneration of their business network commons (BNC). Further, it investigates the role of the DTS in managing the BNC, a critical source of business network success.Design/methodology/approachA two-year longitudinal case study of an Italian business network operating in the wine sector was conducted.FindingsThis study provides theoretical insights into the digital, sustainable shift of a business network. On combining a network's business strategy and its DTS, digital resources are a key driver to promote BNC regeneration. A DTS undertaken to manage, regenerate and preserve the BNC can positively affect organizational variables, such as participatory architecture, and the network-level organizational integration and can help in preventing opportunistic behaviors affecting the BNC. Moreover, the DTS supports quality and social responsibility.Research limitations/implicationsThis study focuses on an Italian case and its findings are hence not generalizable. It would be interesting to study sustainable business networks' digital shift in different socioeconomic contexts as well as in different industry settings.Practical implicationsNetwork SMEs and other stakeholders (institutions, competitors and consumers) can foster the transition from a “business-as-usual” strategy to a long-term strategy for digitalized management of common resources.Originality/valueThe study is at the intersection of, and contributes to, several research streams. It contributes to the digital transformation literature by adding information on the positive externalities of digitalization in the social and economic environment. It also contributes to the early streams of organizational and managerial literature on the BNC.

How capabilities evolve in a born global firm?

2014 ◽  
Vol 6 (3) ◽  
pp. 223-242 ◽  
Author(s):  
Nishant Kumar ◽  
Ali Yakhlef
Keyword(s):  
Dynamic Capabilities ◽  
Service Industry ◽  
Single Case ◽  
New Ventures ◽  
Born Global ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Knowledge Intensive ◽  
Born Global Firms

Purpose – The aim of this paper to examine the mechanism through which the capabilities related to internationalisation emerge and are acquired as firms internationalise. Design/methodology/approach – This study draws on existing literature on born global firms and dynamic capabilities to develop a tentative framework and then use that to examine a longitudinal case study of an Indian firm operating within knowledge-intensive services industry. The role played by these capabilities in the survival and sustained international growth of born global firms has been probed. Findings – The study establishes a link between firm’s ability to develop such capabilities for global service delivery and its growth and survival. It is suggested that dynamic capabilities emerge as the result of a mix of experiential and deliberate learning processes, being in a constant change in rhythm with changes in domestic and in international business environments. Research limitations/implications – This study is based on a single case study from knowledge-intensive service industry in India with its own particular characteristics. Thus, the findings of this study may not be generalised across other emerging markets or industry. Practical implications – Entrepreneurs and managers of new ventures can benefit from this study, as this study helps them develop a deeper understanding of the different capability requirements for successful internationalisation. Originality/value – This study contributed to the existing literature on capability evolution in born global firms.

Refining a subsidiary evolution framework: clarifying key concepts

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Johan Jakobsson ◽  
Katarina Lagerström ◽  
Roger Schweizer
Keyword(s):  
Dynamic Capabilities ◽  
Capability Development ◽  
Research Attention ◽  
Resource Based View ◽  
Content Type ◽  
Management Perspective ◽  
Conceptual Paper ◽  
Development Literature ◽  
Subsidiary Evolution ◽  
Point Of Departure

Purpose While the evolution of subsidiaries has received considerable research attention, the framework for understanding it has not evolved much since the late 1990s. The purpose of this paper is to add both clarity and depth to the work on the foundations for – as well as the processes of – capability creation and development as a subsidiary evolves. Design/methodology/approach This conceptual paper takes as its point of departure the micro-foundation literature, with a specific emphasis on the capability development literature. To describe capability creation and development, both the resource-based view and the resource management perspective are used here. Findings The paper adds a conceptual layer to the drivers of subsidiary evolution. To add further clarity regarding how capabilities are actually formed, the resources for capability creation and development are specified herein as entities, abilities and capacity. Arguments are also presented for why capabilities ought to be viewed as patterned behavior to decrease the terminological ambiguity surrounding the concept of capabilities. The process of capability creation and development with an emphasis on learning is brought forward. Further, capability typologies, in terms of substantive, managerial and dynamic capabilities, are presented to add specificity to the kinds of capabilities that are created and developed within a subsidiary. Originality/value Clarifying the concept of capability and how capabilities are formed by using advancements in the literature is important to add precision to the literature on the evolution of subsidiaries.

Business networks along innovation life cycle

2015 ◽  
Vol 30 (3/4) ◽  
pp. 329-341 ◽  
Author(s):  
Anna Paola Codini
Keyword(s):  
Life Cycle ◽  
New Technologies ◽  
Single Case ◽  
Business Networks ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Multiple Data ◽  
Multiple Method ◽  
Technology Life Cycle

Purpose – This paper aims to investigate how the relationships among the different actors within the business networks affect the evolution of innovation along the different steps of technology life cycle. Design/methodology/approach – The study is supported by a longitudinal case study referred to a mechanical company operating in the knitting machineries industry. A triangulation method integrating multiple data sources in a multiple method design was used to gather data. Findings – The longitudinal study supports the idea that interactions among the actors within the business networks heavily influence the technology evolution. Research limitations/implications – Although the longitudinal case study reported in this paper refers to a period of time of about 10 years, our findings refer only to a single case study in a specific sector and so they cannot be generalized. Practical implications – This paper provides important guidelines on how to manage the relationships emerging within a business network to influence the new technologies development. Originality/value – The paper contributes to business networks literature, filling the gaps about how the relationships among the actors involved in a network can evolve over time and influence the evolution of technology in itself.

Orchestration of dynamic capabilities for competitive advantage

2019 ◽  
Vol 13 (4) ◽  
pp. 960-976 ◽  
Author(s):  
Tove Brink
Keyword(s):  
Wind Energy ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Offshore Wind ◽  
Business Networks ◽  
Offshore Wind Energy ◽  
Content Type ◽  
Wind Park ◽  
Multiple Case

Purpose This paper aims to shed light on how offshore wind park business networks can orchestrate dynamic capabilities to enable innovation for the competitive advantage of renewable offshore wind energy. Design/methodology/approach The research is based on a qualitative multiple-case study of operation and maintenance activities in offshore wind parks, starting in June 2014 with a pilot qualitative case study and the main qualitative multiple-case research conducted via in-depth interviews with 20 enterprises. The preliminary findings were presented for the qualitative triangulation of comments in a seminar in May 2015. Findings The findings explain the need for collaboration across the business network through the use of an open innovation platform for orchestrating dynamic signature capabilities in combination with ordinary capabilities. Both locally distributed leadership and central leadership in knowledge creation are necessary ingredients. The model developed from the research findings shows the need to change the competitive advantage criteria within business networks to VRIS (valuable, rare, imitable, substitutable) in contrast to the traditional criteria for individual enterprises of VRIN (valuable, rare, imperfectly imitable, non-substitutable). Research limitations/implications The research is focused on offshore wind park business networks, and therefore, the generalizability of this qualitative case study to other contexts can be limited. Further research is thus needed to verify the findings. Originality/value A three-fold contribution is made to the understanding of the integrated combination of orchestrating dynamic capabilities in the offshore wind energy sector. Business networks, academia and policy bodies are given a model for enacting the competitive advantage of renewable offshore wind energy for the benefit of society.

scholarly journals Breaking the Paradigm of Sensing, Seizing, and Transforming - Evidence from Axel Springer

2021 ◽  
Vol 38 (2) ◽  
pp. 95-124
Author(s):  
Niklaus Leemann ◽  
Dominik Kanbach ◽  
Stephan Stubner
Keyword(s):  
Decision Making ◽  
Conceptual Model ◽  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Longitudinal Case Study ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Top Managers ◽  
Internet Company

Dynamic capabilities have typically been conceptualized as sensing, seizing, and transforming. This article explores the interplay of these procedural dimensions employing a longitudinal case study of Axel Springer, a leading media corporation that has exercised dynamic capabilities to convert from a print publisher to an internet company. Insightful evidence is produced from interviews with current and former top managers. The case study shows iterations, overlaps, and interconnections between sensing, seizing, and transforming. Sensing-by-seizing is introduced as a dynamic capability to seize concrete opportunities while concurrently sensing them. A conceptual model furnishes implications and recommendations for managerial decision-making.

The role of European R&D projects for SMEs’ resource development: an IMP perspective

IMP Journal ◽  
2018 ◽  
Vol 12 (2) ◽  
pp. 346-367
Author(s):  
Fabrizio Ciarmatori ◽  
Roberta Bocconcelli ◽  
Alessandro Pagano
Keyword(s):  
Qualitative Methodology ◽  
Small And Medium Enterprises ◽  
Resource Development ◽  
High Tech ◽  
Business Networks ◽  
Organizational Resources ◽  
Longitudinal Case Study ◽  
Content Type

Purpose The purpose of this paper is to provide a contribution on the role of European R&D projects (ERDPs) on small and medium enterprises’ (SMEs) resource development. Design/methodology/approach This paper adopts a qualitative methodology based on a longitudinal case study. The case analysis concerns Gamma, a small high-tech firm based in Italy, active in nanotechnologies since 2005 as a research spin-off and since its establishment active in ERDPs. The analysis is developed along three main phases of development where the company participated to different ERDPs. Findings The empirical analysis highlights that since its establishment, Gamma has been able to increasingly exploit participation in ERDPs, in order to gain access to financial and technological resources. Such active and continuous participation fostered the development of both advanced technological and organizational resources, which then allowed the company to survive and play a growing role as a well-known technology partner in the nanotechnology field in Italy and Europe. Originality/value Adopting an IMP perspective, the paper provides a contribution on the managerial dimension of SMEs’ participation in ERDPs – which represents a neglected topic in the existing literature – on two distinct grounds: resource development process and networking processes. With respect to resource development processes in ERDPs, this case study underscores the relevance of ERDPs for developing both technological and organizational resources, highlighting the relevance of project management-related knowledge. In terms of networking processes, this paper highlights the need to fully understand the interplay of ERDP networks and business networks.

Road to digital manufacturing – a longitudinal case-based analysis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Krisztina Demeter ◽  
Dávid Losonci ◽  
Judit Nagy
Keyword(s):  
Operations Management ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Strategy Development ◽  
Digital Manufacturing ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Novel Technologies ◽  
Resource Stock

PurposeThe authors’ main objective is to examine the resource alteration underlying the digital manufacturing transformation. The authors rely on the adaptation aspect of dynamic capabilities (DC) theory and their analysis shows how and why a factory adapts its resources and capabilities during digital transformation.Design/methodology/approachTo grasp the change, the authors apply the longitudinal case study method within a revelatory case setting. The digital transformation is detailed from the perspective of a subsidiary that has played a key role in the division's digital transformation.FindingsAnalysing the revealed four stages of the transformation through the lenses of the DC components of adaptation (sensing capability, absorptive capacity, integrative capability, relational capability), this study suggests a sequence with unbalanced characteristics. Each stage starts with sensing capability, each component appears during each stage and each stage is dominated by a different component. Relying on the path dependency concept, the authors also present that the interplay between lean as an old resource stock and digital manufacturing as a new resource stock is rather a necessity, especially at the beginning of the transformation (at a corporation that pursues lean for years).Practical implicationsDigital strategy development is rather an intermediate element of the transformation, since committed personnel (or maybe their network) start bottom-up and coordinate initiatives as they sense the opportunities in the environment. Top managers should rely on their accumulated knowledge and involve them into the transfer coalition in the top-down phase of digitalization. The authors’ case also underlines that starting to experiment with novel technologies requires a solid (and usually expensive) technological and human basis. Finally, process improvement focussed developments at a high-performing factory might be just enough to deal with ever-demanding customer expectations.Originality/valueThis study is among the firsts in operations management that relies on the DC theory to follow up the digital transformation of a factory. A further valuable contribution is that the adaptation process is examined in a longitudinal case study.

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