Toward a taxonomy of dynamic capabilities – a systematic literature review

Purpose This paper aims to categorize and organize dynamic capabilities that have been inductively identified in empirical research into a comprehensive taxonomy. Thus, it addresses calls in the literature for a better understanding of dynamic capabilities and integration of scattered empirical findings into theory. Design/methodology/approach A systematic literature review approach was adopted, with a total of 34 articles published between August 2007 and April 2020, from which 240 idiosyncratic dynamic capabilities were identified. The taxonomy was constructed using the Gioia-method. Findings The main finding is a three-level taxonomy of dynamic capabilities (DC). Level DC-1 is based on the existing triad of sensing, seizing and transforming. Level DC-2 is newly introduced to the literature by this study, consisting of 19 dynamic sub-capabilities that categorize and organize all 240 idiosyncratic dynamic capabilities in the sample (level DC-3). The taxonomy supports the existing claim that dynamic capabilities are common in key features and idiosyncratic in details. Moreover, theoretical connections to business model innovation and ambidexterity are indicated. Practical implications This study integrates scattered empirical findings of specific dynamic capabilities and translates them to a practitioner audience. The taxonomy allows the strategic manager to understand what they specifically are and, thus, assess the dynamic capability endowment of the firm which allows deploying, developing and fostering them. Originality/value The taxonomy provides a comprehensive and tangible picture of what dynamic capabilities look like in practice. It improves existing knowledge and understanding by bridging the rigor-relevance gap between rather rigorous conceptual literature and rather relevant empirical research as it integrates them. As such, it can serve as a “map” of dynamic capabilities for scholars and practitioners.

Disclosure of Strategic Managers’ Factotum: Behavioral Incentives of Innovative Business

Many kinds of research has suggested that innovation is positively linked to business performance and that it acts as an intermediary between organizational variables and financial performance measured by earnings achieved. Researchers worldwide have paid great attention to identifying and exploiting the main drivers of innovation management, which has led to many research articles that have adopted different approaches and identified several factors that are related to innovation. Nevertheless, there is some ambiguity about the critical behavioral factors for innovation. Therefore, this study aims to identify behavioral incentives, or key factors, that impact business innovation and financial stability, mainly in the field of strategic management, and to reveal the latest trend in corporate innovation policy by using bibliographic mapping. The purpose is to precisely define specific incentives that can influence the overall productivity and profitability of a business, and this list of innovation factors can be of benefit to a strategic manager in introducing or supporting innovative activities. The analysis is preceded by an in-depth study of publications from the Web of Science and Scopus databases and based on the VOS Viewer method (which is a mapping and clustering program for network data), the available keywords are analyzed, and then a list of incentives in strategic innovation is compiled.

IT IN STRATEGIC APPROACH TO TECHNOLOGY DEVELOPMENT

The basic direction of the development of society is the development of technology, information flow, organization way, and management. Therefore, the need to use the latest knowledge in defining, selecting and implementing strategies with adequate information technologies is now an unimaginably successful business. Strategic management is a set of management decisions and actions that determine long-term functioning and business policy. The process of strategic management involves establishing a company's relationship with the environment and positioning in it. The strategic goal has a directing role from the existing to the desired position (optimal). The implementation of the strategy in our companies is based on two groups of factors. The first group consists of the organizational structure and the management system of companies, and the second group consists of the human factor in the broadest sense. We also know that at the present moment the economy is almost impossible to survive if it is based on one particular technology. This means that today an increasing number of industries whose technological base is based on a growing number of interconnected different technologies. What technology has to be implemented in order to achieve competitiveness? A complete response includes identifying critical products, processes, applications, and system technology. The key technology provides a competitive advantage, the factor of today's success, they are in the application phase, competitors with them have not implemented enough yet, and offer a significant opportunity for building differentiating properties and for expanding the application. Leading in technology, provides the company support to the existing competitive position, in relation to supporting upcoming technologies which are important for creating a future competitive position. The aim of the paper is to provide the strategic manager of the company a conceptual framework for formulating and implementing strategic options for the application of information technologies in making key decisions in the approach to technology making

From Port Authority to Strategic Manager: The Transformation of the FPA

This chapter explores the administrative structure of the port, and its profitability as it varied over the twentieth century. It examines the evolution of the Fremantle Harbour Trust into the Fremantle Port Authority. Tull cites the problem of over-staffing and over-investment as core factors in the late twentieth century decline of the port, but claims the microeconomic reform of the authority transformed it into an industrious, commercial, and customer focussed organisation, well equipped to handle the port and its future needs throughout the subsequent century.