scholarly journals A Study of the Relationship between Dynamic Capabilities and Firm’s Dynamic Growth – A Case in Taiwan

2019 ◽  
Vol 07 (03) ◽  
pp. 01-09
Author(s):  
Ing-Shane Yung ◽  
David Chang Y ◽  
Hung-Wen Lee
Keyword(s):  
Dynamic Capabilities ◽  
Dynamic Growth ◽  
The Relationship

scholarly journals The Effects of External and Internal Factors on Competitive Advantage—Moderation of Market Dynamism and Mediation of Customer Relationship Building

2021 ◽  
Vol 13 (7) ◽  
pp. 4066
Author(s):  
Romina Cheraghalizadeh ◽  
Hossein Olya ◽  
Mustafa Tumer
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Capabilities Approach ◽  
Relationship Building ◽  
Customer Relationship ◽  
Mediation Effect ◽  
Organizational Capabilities ◽  
Validity And Reliability ◽  
Internal And External Factors ◽  
The Relationship

Using a resource-based view and dynamic capabilities approach, this study investigates both the internal and external factors influencing competitive advantage in the hotel industry. For this purpose, we examine how organizational capabilities may lead to customer relationship building and in turn to competitive advantage. We further test the moderation role of market dynamism on the relationship between organizational capabilities and customer relationship building, and also investigate the mediation effect of customer relationship building on the association between organizational capabilities and competitive advantage. A questionnaire-based study was conducted among hotel employees in Northern Cyprus to test the conceptual model. A set of approaches was applied to detect common method bias and test the validity and reliability of the questionnaire. Correlation and regression analyses were conducted to evaluate the relationships between the variables, and bootstrapping analysis was applied to assess the mediation and moderation effects. The results revealed that organizational capabilities enhance customer relationship building and competitive advantage. Market dynamism as an external factor moderates the relationship between organizational capabilities and customer relationship building. There is also an indirect association between organizational capabilities and competitive advantage through the mediation of customer relationship building. The theoretical and practical implications of the findings are discussed.

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.

Entrepreneurial orientation, knowledge management, dynamic capabilities towards e-commerce adoption of SMEs in Indonesia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Dharma Tuah Putra Nasution ◽  
Ahmad Rafiki ◽  
Adelina Lubis ◽  
Yossie Rossanty
Keyword(s):  
Knowledge Management ◽  
Risk Taking ◽  
Significant Relationship ◽  
Entrepreneurial Orientation ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Quantitative Methodology ◽  
Cross Sectional Survey ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this study is to examine the dimensions of entrepreneurial orientation (EO), knowledge management process (KMP) and dynamic capability (DC) toward the adoption of electronic commerce (e-commerce) of small and medium enterprises (SMEs) in North Sumatera. Design/methodology/approach This study used a quantitative methodology using Smart PLS of structural equation model. A survey is done by distributing the questionnaires to the respondents (owner-managers) of SMEs across sectors. Using a convenient sampling technique, 131 respondents were selected. Using a cross-sectional survey design, 11 hypotheses were tested. Findings It is found that both innovativeness and proactiveness of EO have a significant relationship with e-commerce adoption (EA), while the risk-taking of EO is found as insignificant. Both risk-taking and proactiveness of EO are significantly related to KMP, but innovation of EO is found to be insignificant. Moreover, KMP significantly mediates the relationship between risk-taking and proactiveness of EO and EA, while KMP insignificantly mediates the relationship between innovativeness of EO and EA. Finally, it is found that DC has a significant relationship in EA. Originality/value By using the resource based-theory, the study on the decision of EA by SMEs is conducted which focuses on a number of internal and external factors influencing the adoption decision. This differs from other studies using theories of the technological, organizational and environmental, theory of acceptance and use of technology, theory of planned behavior, theory of reasoned action and others which emphasized on the implementation and usage of EA.

A Semi-Formalization of the Dynamic Capability View

2018 ◽  
Author(s):  
Ralf Wilden ◽  
Timothy M. Devinney ◽  
Nidthida Lin
Keyword(s):  
Dynamic Capabilities ◽  
Dynamic Capability ◽  
Market Demand ◽  
Resource Base ◽  
Structured Model ◽  
The Core ◽  
Theoretical Status ◽  
Core Components ◽  
The Relationship ◽  
Core Construct

Some management scholars doubt the value of the dynamic capability view when compared to existing theories. The concern expressed is often related to unclear definitions of the core construct and the relationship among the components that make up that construct. The end result is potentially confused and conflicting interpretations of empirical findings and non-commensurate measurement. One solution is to formalize core components of the theory at hand. The purpose of this paper is not to discuss or argue for (or against) the theoretical status of the dynamic capability view, but to provide a simple, yet insightful, structured model of its core components. Specifically, this paper takes as its basis the perspective of dynamic capabilities as comprising the sensing, seizing, and reconfiguring processes that are deployed to create a resource base aimed at satisfying evolving market demand; it presents a simple but formal way of characterizing its components.

Transactional leadership and dynamic capabilities: the mediating effect of regulatory focus

2019 ◽  
Vol 57 (9) ◽  
pp. 2284-2306 ◽  
Author(s):  
Feng Xu ◽  
Xiaohong Wang
Keyword(s):  
Transactional Leadership ◽  
Regulatory Focus ◽  
Dynamic Capabilities ◽  
Mediating Effect ◽  
Full Time ◽  
Promotion Focus ◽  
Content Type ◽  
Collaborative Innovation ◽  
Different Dimensions ◽  
The Relationship

Purpose The mechanism of leadership’s impact on dynamic capabilities has aroused widespread interest, but few studies focus on transactional leadership, especially empirical research by micro foundations in the R&D departments from collaborative innovation alliances. The purpose of this paper is to investigate how the mechanism of transactional leadership affects dynamic capabilities based on the mediating effect of regulatory focus. Design/methodology/approach In order to better illustrate the role of transactional leadership on dynamic capabilities, the authors introduced regulatory focus as a mediator based on previous research. A sample of 245 dyads comprised of full-time employees and their immediate supervisors was collected from the innovation teams of industry-university alliances through questionnaires in China and analyzed via hierarchical regression method. Non-response bias and endogeneity testing were also conducted to confirm the validity of the findings. Findings Contingency-reward behavior promotes the development of employee sensing and seizing capability. Management-by-exception promotes the development of employee reconfiguration capability. Promotion focus positively mediates the relationship between contingency-reward and sensing-seizing capability. Prevention focus positively mediates the relationship between management-by-exception and sensing-seizing capability. In addition, management-by-exception is also positively related to sensing capability and promotion focus is positively related to reconfiguration capability. Originality/value This paper confirmed different dimensions of transactional leadership favor different dimensions of dynamic capabilities based on different dimensions of regulatory focus, which enriches the theory of strategic leadership and dynamic capabilities, and is conducive to the management of collaborative innovation in technological innovation alliances.

scholarly journals Organizational learning capability and open innovation

2018 ◽  
Vol 56 (6) ◽  
pp. 1217-1231 ◽  
Author(s):  
Marta Peris-Ortiz ◽  
Carlos Alberto Devece-Carañana ◽  
Antonio Navarro-Garcia
Keyword(s):  
Organizational Learning ◽  
Open Innovation ◽  
Dynamic Capabilities ◽  
Qualitative Comparative Analysis ◽  
Incremental Innovation ◽  
Learning Capability ◽  
Content Type ◽  
Knowledge Based ◽  
Learning Factors ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.Design/methodology/approachAt the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.FindingsFsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.Research limitations/implicationsThe nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.Originality/valueScarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

Dynamic capabilities: antecedents and implications for firms' performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ricardo Jorge Correia ◽  
Mário Sérgio Teixeira ◽  
José G. Dias
Keyword(s):  
Structural Equation ◽  
Dynamic Capabilities ◽  
Structural Equation Models ◽  
Causal Link ◽  
Competitive Advantages ◽  
Content Type ◽  
Mediating Role ◽  
Strategic Orientations ◽  
The Relationship

PurposeThis paper aims to explore a new causal link between learning, market and entrepreneurial orientations and firms' performance by introducing dynamic capabilities and competitive advantages as mediator variables.Design/methodology/approachThe mediating role of dynamic capabilities and competitive advantages is tested using a sample of 1,190 Portuguese firms, and structural equation models.FindingsIt is shown that dynamic capabilities mediate the relationship between the three orientations–learning, market and entrepreneurial–and competitive advantages of differentiation and cost leadership, and both competitive advantages lead to firm's performance. It is also shown that learning orientation is an antecedent of market orientation and entrepreneurial orientation.Practical implicationsThis research shows that firm's performance depends on the capacity of firms to learn, innovate, be proactive, take risks and collect the best market data. Indeed, by optimizing the internal management and knowledge dissemination, firms will develop a set of capabilities and competitive advantages that lead to an appropriate response to market challenges.Originality/valueThis study tests the relationship between strategic orientations and firm's performance by taking the mediating effects of dynamic capabilities and competitive advantages into account. This research was conducted in Portugal.

Resident loyalty formation for the survival of African-ethnic restaurants during COVID-19: the adaptive capabilities logic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samson Omuudu Otengei ◽  
George Changha
Keyword(s):  
Design Methodology ◽  
Sensory Quality ◽  
Dynamic Capabilities ◽  
Content Type ◽  
Safety Assurance ◽  
Body Of Knowledge ◽  
Adaptive Capabilities ◽  
Difficult Times ◽  
The Relationship ◽  
Practical Implications

PurposeThis qualitative research aimed to explore the relationship between adaptive dynamic capabilities and resident loyalty formation among African-ethnic restaurants (AERs) during COVID-19 in East Africa.Design/methodology/approachAnchored on the dynamic capabilities perspective, the study uses eight case studies to obtain data based on restaurant owner-managers' lived experiences.FindingsThe paper presents six factors: (1) sensory quality promise, (2) service personalization declaration, (3) openness of technology adoption, (4) healthy food and safety assurance, (5) authenticity pledge and (6) diversity provision as prerequisites for resident loyalty formation. The findings suggest adaptive capacity as an appropriate alternative for stimulating resident loyalty formation during difficult times.Practical implicationsThe findings help managers in formulating strategies that facilitate residents' display of willingness to revisit and/or recommend others. The local restaurants can now keep modifying and adjusting their practices and processes so as to exhibit the ability to handle customer unique demands during difficult times.Originality/valueThrough this work, a model of adaptive capabilities as enablers of resident loyalty formation is proposed, hence contributing the existing body of knowledge.

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