Dynamic Capabilities & Path Dependence: Organizational Adaptability in Turbulent Environments

2014 ◽  
Vol 2014 (1) ◽  
pp. 10036
Keyword(s):  
Path Dependence ◽  
Dynamic Capabilities ◽  
Turbulent Environments

scholarly journals Implementing Social Customer Relationship Management in Turbulent Environments: A Dynamic Capabilities Perspective

Webology ◽  
2021 ◽  
Vol 18 (SI03) ◽  
pp. 49-70
Author(s):  
Vu Minh Ngo ◽  
Quyen Phu Thi Phan ◽  
Hieu Minh Vu
Keyword(s):  
Social Media ◽  
Customer Relationship Management ◽  
Technology Use ◽  
Customer Value ◽  
Dynamic Capabilities ◽  
Relationship Management ◽  
Customer Relationship ◽  
Superior Performance ◽  
Turbulent Environments ◽  
Social Crm

Purpose: Despite the crucial contribution of social media on customer relationship management (CRM) strategies, how social CRM can be transformed into customer value, and economics returns for firms remain unexplored in the hospitality industry, especially in turbulent environments. As a new approach for dealing with both gradual and disruptive changes in the market, this study develops and tests the mediating role of dynamic capabilities in the social CRM - performance relationship. Methodology: Drawing on resource-based view and capabilities perspectives, a mixed methodology was applied. First, a survey was conducted to quantitatively test the proposed hypotheses using Structural Equation Modelling with PLS approach (PLS-SEM) on a sample consisting of 111 SEMs. Then, a qualitative fuzzy-set Comparative Analysis (fsQCA) was employed to look for the unique combinations of capabilities to achieve firms‟ superior performance. Findings: The outcomes indicated a mixture of expected and unexpected findings, including: (i) the direct effect of social CRM on firm‟s performance; (ii) Dynamic capabilities as the missing link between social CRM capabilities and firms‟ performance; (iii) the unique roles of social media technology use in the combinations with other capabilities for generating the best firms‟ performance. Originality: This study is among the few to consider the dynamic nature of the market when investigating how to implement Social CRM successfully. The insights and practical implications in this study can be useful for managers in SMEs whose desire is to build a dynamic system for improving customer value and firms‟ performance.

The Matching and Evolutionary Path Model of IT and Business Alignment Based on Dynamic Capabilities

2014 ◽  
Vol 519-520 ◽  
pp. 1463-1467
Author(s):  
Chao Su ◽  
Li Tao Zhang ◽  
Peng Fei Liu
Keyword(s):  
Business Strategy ◽  
Path Dependence ◽  
Dynamic Capabilities ◽  
Strategic Alignment ◽  
Path Model ◽  
Maturity Model ◽  
Dynamic Feedback ◽  
Enterprise Information ◽  
Evolutionary Path ◽  
Business Alignment

The good match of IT and business is an important prerequisite to ensure business strategy and the value of enterprise information investments. With the intensive application of IT and the rapidly changing of environment, the match of IT and business should be more concerned about its dynamic characteristics and evolution law. Based on the research analysis of IT and business matching, the strategic alignment model (SAM model) and the business-IT strategic alignment maturity model (LAM model), the paper introduces the dynamic capabilities to build an IT and business matching and evolutionary path model under the action of dynamic capabilities. In the model, nine paths and four steps are proposed to describe the matching and evolution of IT and business. The roles of dynamic capabilities are explained in describing the matching and evolution paths, such as perception, capital-and technology path dependence, learning, dynamic feedback, resource restructuring and reconfiguration, team, coordination and innovation etc. It has a strong reference to the deep research of IT and business alignment, matching and evolutionary path and the enterprise information technology applications.

The role of supply management resilience in attaining ambidexterity: a dynamic capabilities approach

2016 ◽  
Vol 31 (1) ◽  
pp. 123-134 ◽  
Author(s):  
Reham A. Eltantawy
Keyword(s):  
Dynamic Capabilities ◽  
Capabilities Approach ◽  
Supply Management ◽  
Ecological Resilience ◽  
Content Type ◽  
Turbulent Environments ◽  
Trade Offs ◽  
Exploitation And Exploration ◽  
Resilience Capabilities

Purpose – This study aims to explore the necessary role of supply management (SM) resilience capabilities in making effective trade-offs to attain an ambidextrous state, i.e. the state of attaining exploitation and exploration with dexterity, or achieving high levels of both. Sustainability requires effective trade-offs among economic, environmental and social outcomes while maintaining the longevity of the buying firm. Existing literature highlights the difficulty of making effective trade-offs due to likely tensions between divergent demands, i.e. tensions between exploitative and explorative performance goals. Design/methodology/approach – This conceptual study extends insights from the dynamic capabilities approach to explore the nature of SM resilience and its role in attaining ambidexterity. Findings – This study proposes SM resilience as a multifaceted dynamic capability that is determined by two contrasting aspects of stability (engineering and ecological resilience) that aid the buyer’s firm to ambidextrously adapt and transform in turbulent environments. Practical implications – The study highlights the competencies and resilience capabilities that managers need to develop and maintain in pursuing an effective balance of exploitation and exploration in SM. Originality/value – The proposed framework extends existing SM sustainability frameworks by examining the nature and dimensionality of resilience and linking it to ambidexterity. The proposed framework provides a platform for the integration of theoretical aspects from various research streams; socio-ecological literature, dynamic capabilities and organizational ambidexterity.

DEVELOPING DYNAMIC CAPABILITIES TO MEET SUSTAINABLE DEVELOPMENT CHALLENGES

2012 ◽  
Vol 16 (06) ◽  
pp. 1240013 ◽  
Author(s):  
ANNICK CASTIAUX
Keyword(s):  
Sustainable Development ◽  
Dynamic Capabilities ◽  
Key Factors ◽  
Green It ◽  
Changing Environment ◽  
Turbulent Environments ◽  
Sustainable Innovation ◽  
Sustainability Challenges ◽  
The Impact ◽  
It Innovations

Dynamic capabilities are recognized as key factors for the adaptation of the firm to its changing environment. For two decades, a new pressure has been added on the shoulders of firms: they have to integrate sustainable development considerations in their strategy. This paper explores the impact of those new sustainability requirements on the dynamic capabilities that a firm should develop and sustain to remain competitive in turbulent environments. In particular, which new innovation capabilities are required to integrate environmental, social and financial objectives? To answer this question, we first consider the dynamicity levels identified in the literature in relationship with the turbulence of the firm's environment and we study what level is required for which type of sustainable innovation. Secondly, we look at the three fundamental natures of dynamic capabilities (sensing, seizing, transforming) and identify typical new requirements coming from sustainability challenges. We apply this reflection to Green IT innovations.

Path-Dependence

2021 ◽  
pp. 21-37
Author(s):  
Daniel A. Levinthal
Keyword(s):  
Path Dependence ◽  
Dynamic Capabilities ◽  
Complex Adaptive System ◽  
State Dependence ◽  
Organizational Attributes ◽  
System A ◽  
Complex Adaptive ◽  
States Of Nature ◽  
Asset Stocks ◽  
Over Time

The intertemporal linkages that both constrain and enable an organization are central to its adaptive properties. The most narrow expression of path-dependence is the process of state-dependence—having a particular asset stock at one point in time impacts the distribution of asset stocks that can be reached at a subsequent period. Development, how an organizational form unfolds over time, can change those dynamics. A considerable literature has sprung up around the idea of “dynamic capabilities.” This broad idea is broken down into five distinct facets: accessibility of organizational states, robustness of organizations to changes in the state of nature, capacity to influence future states of “nature,” cost of accessing future sets of attributes, and capacity to value the set of organizational attributes. However, this discourse tends to treat “capabilities” as isolated attributes and not to view the organization as a complex adaptive system, a perspective developed here.

Mindfully Resisting the Bandwagon: Reconceptualising IT Innovation Assimilation in Highly Turbulent Environments

2012 ◽  
Vol 27 (3) ◽  
pp. 213-235 ◽  
Author(s):  
Martin Wolf ◽  
Roman Beck ◽  
Immanuel Pahlke
Keyword(s):  
Financial Services ◽  
Dynamic Capabilities ◽  
The United States ◽  
Environmental Turbulence ◽  
Financial Services Industry ◽  
Institutional Pressures ◽  
Negative Consequences ◽  
Turbulent Environments ◽  
It Innovation ◽  
Services Industry

Environmental turbulence (ET), as exemplified by the recent financial crisis between 2007 and 2009, leads to a high degree of uncertainty, and fosters mimicry and resulting bandwagon phenomena in information technology (IT) innovation assimilation processes. In these highly turbulent environments, ‘mindless’ IT innovation assimilation by participating organizations plays a major role in the manifestation and facilitation of mimetic influences. Even in less turbulent economic cycles, highly turbulent industries such as the financial services industry have to deal with demanding IT innovation assimilation processes, and are exposed to varying levels of ET and mimicry. Drawing upon the theory of dynamic capabilities, organizational mindfulness (OM) is one viable means to mitigate the potentially negative consequences of mimetic behaviour. Here, mindful organizations are more successful in overcoming situations of high dynamism, and sometimes are even able to exploit them. So far, little empirical research has been conducted to quantify the influence of OM in scenarios of high dynamism and mimicry. On the basis of 302 complete responses from senior IT managers in the financial services industry from the Anglo-Saxon countries (the United States, Canada and the United Kingdom), this research contributes to a deeper understanding of the interaction of OM with institutional pressures against the background of ET.

scholarly journals DYNAMIC CAPABILITIES IN AUTOMOTIVE POLLUTANTS REDUCTION TECHNOLOGIES: CASE STUDY

2017 ◽  
Vol 18 (3) ◽  
pp. 15-41
Author(s):  
DANIEL LEITE MESQUITA ◽  
ALEX FERNANDO BORGES ◽  
ANTÔNIO CARLOS DOS SANTOS ◽  
JOEL YUTAKA SUGANO ◽  
TAIS CASTRO VELOSO
Keyword(s):  
Content Analysis ◽  
Path Dependence ◽  
Dynamic Capabilities ◽  
External Environment ◽  
Reduction Techniques ◽  
The Creation ◽  
Pollutant Reduction ◽  
Methodological Aspects ◽  
Do So

ABSTRACT Purpose: The aim of this paper is to analyze the dynamic capabilities related to the generation of pollutant reduction techniques according with Teece's proposition. In order to do so, we developed a case study in a Brazilian automaker. Originality/gap/relevance/implications: This paper discusses empirically aspects of creation of dynamic capabilities and innovations from its foundations. The originality of the study resides in a clearer understanding inside an organization the conception of dynamic capabilities and innovations through time. Key methodological aspects: In this paper, an automaker was studied, focusing on interviewers' interpretations concerning on the creation of reduction of pollutants technologies. The data collected were qualitative and they were analyzed through the technique of content analysis. Summary of key results: As main results, we observed that Integration and development capabilities were found and they were characterized as dynamic capabilities in the sense that, they are all based in the automaker's adaptation to its external environment. The path dependence of the automaker was also observed, through all the innovations that were created during the automaker's history towards more efficient and less pollutant vehicles. Key considerations/conclusions: Summarizing, the automaker seeks to ‘perceive' its dynamic capabilities from market's actions, since the organization has an historical path and also its R&D capabilities. So on the seizing phase of the Dynamic Capabilities, the organization seeks to ‘create value' to its customers.

scholarly journals How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chun Liu ◽  
Jingjing Yang
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Economic Downturn ◽  
Management Process ◽  
Content Type ◽  
Turbulent Environments ◽  
Self Service ◽  
Self Service Technology ◽  
Strategic Management Process

Purpose The purpose of this study is to explore how hotels evolve their dynamic capabilities to adjust their technology-based strategy to improve performance and to gain competitive productivity (CP) during the COVID-19 pandemic and in the aftermath. Design/methodology/approach In-depth interviews with hoteliers were conducted to unveil their dynamic capabilities amid the pandemic as regard adjustments and performance of self-service technology (SST)-based strategies. Thematic analysis was used to analyze the data. Findings Data analysis revealed four types of dynamic capabilities (i.e. sensing, learning, integrating and coordinating capabilities). Equipped with these capabilities, hotels made minor adjustments to their SST strategies. In general, during an economic downturn, hotels refrained from introducing new SSTs. SSTs introduced before the pandemic were used more frequently and received enhanced customer feedback. The findings further revealed that the factors influencing hotels’ application of SSTs before and after the outbreak of COVID-19 remained similar. Originality/value This is the first research integrating CP, dynamic capabilities and strategic management process to explain how hotels adjust technological strategies to recover in a suddenly changed environment. Such a framework enables scholars and practitioners from content-oriented and process-oriented perspectives to make quick but sound strategic management decisions in adapting to turbulent environments. This timely study enriches the expertise of using technology as a recovery strategy and contributes to future research on the practical application of SSTs and crisis management.

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