scholarly journals DYNAMIC CAPABILITY AND SUSTAINABILITY OF SMES IN SOUTH-EAST NIGERIA: THE NEXUS

2021 ◽  
Vol 3 (10) ◽  
pp. 349-358
Author(s):  
Patrick Okeke ◽  
Joshua Owulo Odey ◽  
Grace Akaegbobi
Keyword(s):  
Dynamic Capabilities ◽  
Business Environment ◽  
Global Market ◽  
Dynamic Capability ◽  
Adaptive Capabilities ◽  
Innovative Capability ◽  
Micro Foundations

Dynamic capability (DC) is an ability that has helped big corporations navigate successfully through the ever-changing and competitive business environment. However, SMEs in the southeast of Nigeria seem not to have fully maximized the opportunities embedded in these practices, hence, the need to examine the dynamic capabilities SMEs in Southeast Nigeria need, to stay relevant and ahead of competitors. This study, therefore, looked at the concept of DC and those capabilities that could help SMEs stay afloat in the ever-changing business environment. The capabilities looked at include sensing, absorptive and adaptive capabilities. Others are innovative networking and integrative capabilities. The study further examined the micro-foundations of DC and the composition of SMEs in South East, Nigeria. To embellish the work, Dynamic Capability Theory (DCT) was used to anchor the work. Some studies were reviewed empirically. The study concluded that DC is one of the surest ways to ensure that SMEs compete favourably in the ever dynamic marketplace. Hence, it was recommended among other things that SMEs need not to be operating in isolation of what is happening in the global market, as what happens outside has an implication on what happens inside the organization, and as such, need to be alert through the application of DC principles.  Keywords: Dynamic Capability, Sustainability, SMEs, South-East, Absorptive, Adaptive and Innovative Capability.

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.

scholarly journals Assessing dynamic capabilities: Mintzberg’s schools of thought

2011 ◽  
Vol 42 (1) ◽  
pp. 1-8 ◽  
Author(s):  
F. Arndt
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Human Agency ◽  
Dynamic Capability ◽  
Evolutionary Perspective ◽  
Central Source ◽  
Growing Body ◽  
Attention Process ◽  
Micro Foundations

A growing body of research in strategic management has focused on dynamic capabilities as a central source of firms' competitive advantage. The theoretical roots of dynamic capabilities can be found in many of the schools of thought identified by Mintzberg, Ahlstrand and Lampel (1998). In this paper, we identify three aspects of dynamic capabilities that, we believe, require more detailed attention: Process, cognitive and decision-based micro-foundations, and human agency. We explore each of these areas from an evolutionary perspective to emphasize the fact that dynamic capability is essentially an evolutionary construct. By highlighting the evolutionary implications of these areas, we add important detail to the way “evolution” has been used in this field of research.

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.

Big data and competitive advantage at Nielsen

2014 ◽  
Vol 52 (3) ◽  
pp. 573-601 ◽  
Author(s):  
Michael E. Prescott
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Dynamic Capabilities ◽  
Secondary Data ◽  
Business Environment ◽  
Digital Data ◽  
Dynamic Capability ◽  
Annual Reports ◽  
Content Type

Purpose – The purpose of this paper is to illustrate how an international company, Nielsen Holdings, reacted to changes in their highly competitive industry brought about by advances in technology. This case presents the strategic management decisions that enabled Nielsen to regain its competitive advantage. This case further describes the functioning of the resource-based view (RBV) of strategy, dynamic capabilities framework, and digital data genesis (DDG), in a turbulent business environment. Design/methodology/approach – The case study is based primarily upon secondary data to include annual reports, press releases, company web site, as well as articles. Findings – The case study provides an example of the functioning of a once durable competitive advantage that was eroded due to advances in technology, and the steps the company took to regain that advantage. The paper illustrates the functioning of a capability and a dynamic capability in DDG. Practical implications – This case can be used for the teaching of decision making, business strategy, the RBV of strategy, dynamics capabilities, and DDG. Originality/value – This paper provides an example of the functioning of the capability and dynamic capability of DDG.

scholarly journals Perceiving ‘capability’ within dynamic capabilities: The role of owner-manager self-efficacy

2017 ◽  
Vol 35 (8) ◽  
pp. 883-902 ◽  
Author(s):  
Alex Kevill ◽  
Kiran Trehan ◽  
Mark Easterby-Smith
Keyword(s):  
Self Efficacy ◽  
Dynamic Capabilities ◽  
Black Box ◽  
Dynamic Capability ◽  
The United Kingdom ◽  
Crucial Component ◽  
Growing Body ◽  
Micro Foundations ◽  
Micro Enterprises

This article combines two popular, yet separate concepts: dynamic capabilities and self-efficacy. Both are concerned with ability/capability and offer potentially valuable synergies. As such, our in-depth qualitative study based in three micro-enterprises in the United Kingdom investigates, ‘what role(s) may owner-manager perceived self-efficacy play as a micro-foundation of dynamic capabilities in micro-enterprises?’ Our findings show that perceived self-efficacy can influence dynamic capability enactment in multifaceted ways and even suggest that in some cases, perceived self-efficacy is a crucial component of dynamic capabilities, without which there may be no such capability. These insights help open up the black box of dynamic capabilities by contributing important knowledge to the growing body of research into the micro-foundations of such capabilities. Furthermore, our study illuminates the importance of idiosyncratic micro-foundations of dynamic capabilities in micro-enterprises and expands extant knowledge of the potential effects of self-efficacy in the small business and entrepreneurship domain.

scholarly journals Firms’ Dynamic Capabilities: A Case of Indonesian Telecommunication Company

The Winners ◽  
2018 ◽  
Vol 19 (2) ◽  
Author(s):  
Sari Apriza ◽  
Ami Fitri Utami
Keyword(s):  
Qualitative Method ◽  
Board Member ◽  
Dynamic Capabilities ◽  
Annual Report ◽  
Secondary Data ◽  
Dynamic Capability ◽  
Management Board ◽  
Innovative Capability ◽  
Adaptive Capability ◽  
Telecommunication Company

Based on the concept of dynamic capabilities that were introduced by Teece & Pisano, this research aimed to analyze how did the dynamic capability condition in Company A. This research used a descriptive qualitative method of secondary data from annual report 2013 to 2017 and article in the website. It is found that Company A possesses a dynamically fluctuate dynamic capabilities through their ability to absorptive capability, adaptive capability, and innovative capability. The implementation of dynamic capabilities in Company A depend on top management board member to develop the company’s general strategic move and by this able to maintain the dynamic capability, and Telecommunication company should be able to nurture the whole organizations’ environment which supports the proliferation of this capability to all the members inside. In short, the benefit of this research will give learning point for the business player or practical to deal with the dynamic situation by using a dynamic capabilities perspective.

scholarly journals A CONTRIBUTION TO THE THEORETICAL STRUCTURE FOR COGNITIVE DYNAMIC CAPABILITY

2019 ◽  
Vol 20 (4) ◽  
Author(s):  
ELNIVAN M. SOUZA ◽  
SÉRGIO HENRIQUE A. C. FORTE
Keyword(s):  
Dynamic Capabilities ◽  
Business Models ◽  
Business Environment ◽  
Dynamic Capability ◽  
Future Research ◽  
Cognitive Representations ◽  
Theoretical Structure ◽  
Strategic Changes ◽  
Joint Contribution ◽  
Management Capabilities

ABSTRACT Purpose: The study seeks to contribute to the theoretical structure of cognitive dynamic capability. Originality/value: The study provides a review of the sources and characteristics of cognitive management capabilities, points out their specific dimensions of analysis, and explores the research possibilities associated with approaches such as strategic changes and the performance of the firm. Design/methodology/approach: This work uses the concept of mental models, understood as simplified knowledge structures or cognitive representations about the functioning of the business environment to expose the logical chain of theoretical reflections and formulation of propositions. Findings: The main contributions of this study are: 1. the reformulation of the concept of cognitive dynamic capability; 2. the inclusion of the concepts of controlled and automatic mental processing in the proposed model; 3. the inclusion of the variables experience, time, team confidence and complexity; and 4. the formulation of five propositions to support future research. We suggest an opportunity for research on the relationship between cognitive management capabilities and organizational dynamic capabilities, and their joint contribution to strategic changes in business models and firm performance.

scholarly journals Evaluation of Corporate Strategy and Dynamic Capability to Business Performance

2018 ◽  
Vol 6 (03) ◽  
Author(s):  
Roy Kurniawan ◽  
Budiman Christiananta ◽  
Lena Ellitan
Keyword(s):  
Business Performance ◽  
Dynamic Capabilities ◽  
Corporate Strategy ◽  
Business Environment ◽  
Dynamic Capability ◽  
Global Competition ◽  
Company Strategy ◽  
Business Sustainability ◽  
Expected Performance ◽  
The Right

A dynamic business environment can affect a company's business sustainability. This condition will create a competition that must be faced by the business. On the basis of this, the business must be able to apply the right company strategy to realize the dynamic capabilities so that will be able to survive in the global competition and achieve the expected performance. This paper will examine the concepts of strategies undertaken by businesses on the realization of dynamic capabilities and improve overall business performance.

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.

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