Dynamic capabilities, digital innovation and sustainable transformation of social enterprises

2022 ◽  
pp. 3-19
Author(s):  
Md. Harun Ur Rashid
Keyword(s):  
Dynamic Capabilities ◽  
Social Enterprises ◽  
Digital Innovation

Exploring the social innovation process in a large market based social enterprise

2019 ◽  
Vol 57 (6) ◽  
pp. 1399-1414 ◽  
Author(s):  
Martine Vézina ◽  
Majdi Ben Selma ◽  
Marie Claire Malo
Keyword(s):  
Social Transformation ◽  
Dynamic Capabilities ◽  
Social Innovation ◽  
Single Case ◽  
Innovation Process ◽  
Social Enterprises ◽  
Investment Fund ◽  
Content Type ◽  
Large Market ◽  
The Social

PurposeThe purpose of this paper is to investigate the organising of social innovation in a large market-based social enterprises from the perspective of dynamic capabilities and social transformation.Design/methodology/approachThis paper analyses the process by which Desjardins Group launched the Desjardins Environment Fund as the first investment fund in North America to integrate environmental screening. It uses longitudinal single case analysis and a theoretical framework based on Teece’s three dynamic capabilities.FindingsResults show that dynamic capabilities can be conceived as stages in the process of social innovation. Sensing refers to the capability to identify a societal demand for social transformation. Seizing capability is about shaping societal demand into a commercial offer. Reconfiguring concerns organisational innovation to integrate actual and new knowledge through innovative routines. Microprocesses of both path dependency and path building are in action at each of the three stages.Practical implicationsThis paper shows that managing dynamic capabilities is central to social innovation in the context of a large social business and provides genuine managerial input via an analysis of the microprocesses at work in the social innovation process.Originality/valueThis paper contributes to the operationalization of Teece’s dynamic capabilities model. In mobilising a framework in the field of management of innovation, it contributes to the understanding of the process of social innovation and develops the organisational mechanism for multiscalarity of social innovation as a condition for social transformation.

scholarly journals Architecting and Developing Big Data-Driven Innovation (DDI) in the Digital Economy

2021 ◽  
Vol 29 (3) ◽  
pp. 165-187
Author(s):  
Saida Sultana ◽  
Shahriar Akter ◽  
Elias Kyriazis ◽  
Samuel Fosso Wamba
Keyword(s):  
Data Storage ◽  
Thematic Analysis ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Data Driven ◽  
Business Growth ◽  
Sustainable Business ◽  
Digital Innovation ◽  
Storage And Retrieval ◽  
Market Feedback

To revamp with new creative age characterized by ongoing digital transformation, more and more industries are capitalizing on digital innovation for their sustainable business growth. Drawing on a systematic literature review, thematic analysis, and using the theories of dynamic capabilities and market orientation, this research scrutinizes a systematic process for developing analytics-based data-driven innovation (DDI). Findings suggest a standardized seven-step process for DDI, including product conceptualization, data acquisition, data refinement, data storage and retrieval, distribution, presentation, and market feedback.

scholarly journals Dynamic development and execution of closed-loop supply chains: a natural resource-based view

2016 ◽  
Vol 21 (4) ◽  
pp. 453-469 ◽  
Author(s):  
Joe Miemczyk ◽  
Mickey Howard ◽  
Thomas E. Johnsen
Keyword(s):  
Supply Chain ◽  
Natural Resource ◽  
Dynamic Capabilities ◽  
Closed Loop ◽  
Business Environment ◽  
Social Enterprises ◽  
Success Factor ◽  
Resource Based View ◽  
Content Type ◽  
Strategic Resources

Purpose This paper aims to reflect on recent closed-loop supply chain (CLSC) practices using a natural resource-based view (NRBV) and dynamic capabilities (DC) perspective. Design/methodology/approach Two empirical case studies of CLSC exemplars are used to discuss the theoretical relevance of these views. Findings The paper shows how strategic resources help companies in two sectors achieve successful CLSC designs. Strategic supply chain collaboration is an important success factor but also presents a number of challenges. The NRBV is used to explain the importance of new resources in technology, knowledge and relationships and stresses the role of DCs to constantly address changes in the business environment to renew these strategic resources. Research limitations/implications This research elaborates on NRBV theory related to CLSCs and reinforces the inclusion of DCs. It specifies the application of NRBV in the context of textiles and carpet manufacture and highlights the inherent conflicts in seeking value while moving towards sustainable development. Practical implications Investments in technical and operational resources are required to create CLSCs. Pure closed-loop applications are impractical, requiring relationships with multiple external partners to obtain supply and demand for recycled products. Social implications CLSCs may provide opportunities for social enterprises or third sector organizations collaborating with manufacturers. Originality/value This paper provides insights into the constituent resources needed for successful CLSCs. It also helps move CLSC research from a tactical logistics problem to a problem of strategic resources and relational capabilities: what we term “dynamic supply chain execution”. This paper develops a framework for transitioning towards CLSCs, underlining the importance of co-development and forging new relationships through commitment to supply chain redesign, co-evolution with customers and suppliers and control of supply chain activities.

The Digital Platform as Digital Innovation: A Study from the Perspective of Dynamic Capabilities

2021 ◽  
Author(s):  
Marcelo Tsuguio Okano ◽  
Henry de Castro Lobo dos Santos ◽  
Edson Luiz Ursini
Keyword(s):  
Research Method ◽  
Dynamic Capabilities ◽  
Case Study Research ◽  
Theoretical Models ◽  
Digital Innovation ◽  
Digital Platforms ◽  
Digital Platform ◽  
Business Transactions ◽  
Main Component

The objective of this study is to examine how digital platforms digitally innovate companies and organizations, using the business model for dynamic capacity in three Brazilian companies. To achieve the proposed objective, a case study research method was used, with theoretical models of digital platforms, digital innovation and dynamic capabilities. The empirical research results proved that the three companies have a digital platform for business transactions as their main component, and that this model connects customers and suppliers through services.

Exploring micro-foundations of dynamic capabilities for social enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rohit Bhardwaj ◽  
Saurabh Srivastava ◽  
Rashi Taggar ◽  
Sunali Bindra
Keyword(s):  
Dynamic Capabilities ◽  
Business Models ◽  
Research Area ◽  
Social Enterprises ◽  
Research Approach ◽  
Content Type ◽  
Economic Wealth ◽  
Multiple Case ◽  
Primary Mission ◽  
Micro Foundations

Purpose Social enterprises (SEs) operate with a primary goal of meeting a social purpose while creating economic wealth for the fulfillment of their primary mission. These organizations need to develop a certain set of capabilities that facilitates the successful pursuit of their dual mission goals. This paper aims at exploring the micro-foundations of dynamic capabilities (DCs) that enable SEs to recognize and exploit opportunities and reconfigure their resources to pursue their dual-mission goals and adjust with the environmental dynamics. Design/methodology/approach This study uses a multiple case design and an abductive research approach to conduct an in-depth and in-due course investigation of the development of DCs in two distinct SEs selected on the basis of theoretical-purposive sampling and availability of the richness of the information about them. Findings This study finds certain generic and exclusive micro-foundations of DCs that contribute to sensing opportunities, seizing opportunities and reconfiguring resources in SEs. The exclusive micro-foundations of DCs of SEs noted in this study are sustainability of beneficiaries, involving beneficiaries in decision-making, defining unique business models and selective suppliers for critical resources. Research limitations/implications The limitation of this study lies in its dependence on retrospective data, which may perhaps influence the comprehensiveness and accuracy of the acquired data. This study, although, implemented the measures to minimize the bias, by supplementing the interview data with archival sources. Practical implications To the researchers, this study proffers an in-depth and in-due course explanation of the micro-foundations of DCs that facilitate SEs to sense opportunities, seize opportunities and reconfigure their resources with time. To practitioners working in the area of social entrepreneurship, this process study is an outline of reference that answers the how and why concerning the importance of micro-foundations of DCs for SEs. Originality/value To the best of the authors’ knowledge, no prior study has explored the micro-foundations of DCs in the context of SEs from emerging economies. The exclusive micro-foundations of DCs for SEs found in this study are the unique and original contribution that outlines the path for future academic inquiry in this evolving research area.

Factors influencing Digital Innovation Strategy in Organizations - An Empirical Analysis

2022 ◽  
Vol 35 (1) ◽  
pp. 0-0
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Business Model ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Innovation Strategy ◽  
Digital Innovation ◽  
Factors Influencing ◽  
Variable Contribution ◽  
It Application

Prior research has shown that digitalization is found to deliver a source of investigation for presenting organizations to redesign their business model in order to align their strategy towards digital transformation. This study examines the factors influencing digital innovation strategy in organizations and a model for digital innovation strategy in organizations is also developed . Specifically, drawing on data from 450 respondents, the researchers propose that the following variables: organizational IT application portfolio, organizational culture, organizational structure, organizational dynamic capabilities, leadership and ethics predict innovation and strategy in organizations. The researchers found that organizational culture variable contribution was the highest by collectively predicting 78.1% for digital innovation & strategy in organizations. Overall, this study contributes to the literature by providing a model for developing digital innovation strategy in organizations.

Scaling-up social enterprises: The effects of geographic context

2018 ◽  
pp. 1-19 ◽  
Author(s):  
Patricia Doyle Corner ◽  
Kate Kearins
Keyword(s):  
Research Design ◽  
Social Entrepreneurship ◽  
Dynamic Capabilities ◽  
Scale Up ◽  
Scaling Up ◽  
Social Enterprises ◽  
Geographic Context ◽  
Product Modification ◽  
Multicase Study ◽  
Geographical Context

AbstractSocial enterprises implement business-like approaches to address social problems. Scale-up of these enterprises beyond one geographical context can extend their impact to better match the scope of problems being addressed. Unfortunately, many social enterprises start but relatively few expand to new contexts, making scale-up one of the most important but least understood outcomes of social entrepreneurship. We explore this outcome empirically, extending existing research that is predominantly conceptual. The study adopts a multicase study research design. A dynamic capabilities framework reveals how resources are amassed and configured for expansion, a process that can be more difficult for social compared to commercial enterprises. Findings suggest scale-up may be a second act of social entrepreneurship because dissimilarities between initial and scale-up contexts necessitate product modification, different partnerships, and idiosyncratic resource configurations. We thus call into question existing literature’s focus on standardization – generic resource configurations – for scaling-up social enterprises to new geographical contexts.

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