AbstractThe ontology of dynamic capabilities (DCs) is grounded in a systemic perspective of organisational strategy. In a controversial move, DCs theory adopts systems thinking as a metaphorical reference, not a possible research method. Systemic methodologies can provide a holistic management perception and guide managers to develop DCs differently, considering the deliberate learning and design process as a non‐linear dynamism of causal loops. Calling attention to the conceptual origins, this work proposes a framework based on systemic methodologies to manage and develop organisational DCs. Based on two different systemic methodologies, the viable system model (VSM) and soft systems methodology (SSM), we integrate the systems approach of learning and design into DCs management guidelines.
Purpose The purpose of this paper is to offer an operationalization of an aggregate construct and a decisive contribution to building a dynamic capabilities theory with marketing implications. The authors investigate the influence of dynamic capabilities, specifically routine creation through embedding learning and knowledge, on marketing capabilities and performance in Portugal. The authors examine the direct relationship between dynamic capabilities and marketing capabilities, which is indirectly linked to performance depending on the effectiveness of the resulting new resource configuration.
Design/methodology/approach The authors used four construct dimensions: knowledge creation routines, knowledge transfer processes, marketing capabilities, and firm performance. The study was based on an inter-industry random sample of firms selected from a commercial list. During a nine-month period the authors gathered data from a questionnaire delivered in hand to participating firms and collected through in-depth personal interviews. It was filled out by directors of Portuguese firms who agreed to participate in this study.
Findings First, dynamic capabilities play an important role in the evolution of marketing capabilities and the maintenance of competitive advantage. Specifically, the authors identified a link between knowledge creation routines and knowledge transfer processes with marketing capabilities. Second, the effect of dynamic capabilities on performance can be considered to be substantially indirect. However, the results also show a direct link between knowledge transfer and performance.
Originality/value First, the development of a model establishing the contribution to the evolution of marketing capabilities in order to compete in a changing environment, considering the critical effect of knowledge creation and transfer in a non-static market configuration. Second, the analysis of marketing capabilities from different layers, from strategic to more operational aspects.
In: Knowledge and process management: the journal of corporate transformation ; the official journal of the Institute of Business Process Re-engineering, Band 31, Heft 2, S. 101-127
AbstractIn recent years, the theory of dynamic capabilities (DC) has become more sophisticated and has become a framework for sustainable growth through strategic innovation in companies. The "asset orchestration" function, a core concept of DC, connects various types of knowledge (assets) in an entrepreneurial manner and realizes the recombination, modification, and transformation of existing knowledge (assets) for the purpose of developing new businesses, new products, and so forth. However, the dynamic mechanism of such asset orchestration is largely unclarified in previous studies. This paper derives a dynamic theoretical model of asset orchestration and the components of DC necessary for companies to respond to the uncertainty of business environments and the speed of environmental change. Using the findings of the derived theoretical model, this paper analyzes in‐depth case studies of Taiwan Semiconductor Manufacturing Company, which is currently attracting worldwide attention as a core company in the semiconductor industry, to verify the validity of the theoretical model.
In: Knowledge and process management: the journal of corporate transformation ; the official journal of the Institute of Business Process Re-engineering, Band 13, Heft 3, S. 162-174
Das Buch intendiert einen Beitrag zur ressourcenorientierten Perspektive des strategischen Managements. Aufbauend auftheoretischen Betrachtungen werden Mikrofundierungen von Dynamic Capabilites zweier Geschäftsbereiche eines High-Tech Unternehmens identifiziert und analysiert. Die Bereiche sind innovationsstrategisch unterschiedlich ausgerichtet. Dies nimmt der Autor zum Anlass, Interdependenzen zwischen Innovationsstrategien und Mikrofundierungen von Dynamic Capabilities abzuleiten und zu einem strategischen Erklärungsmodell weiterzuentwickeln.
Purpose: The purpose of this work is to investigate processes constituting to Dynamic Capabilities in companies of the German financial services industry. Design/Method/Approach: Exploratory with a qualitative approach and a multiple case study method. Findings: The results indicate a connection of Dynamic Capabilities and the dynamism of the environment. The actual Dynamic Capabilities seem to operate in business model related activities, such as distribution channels, but not in product development. Theoretical implications. Suggestions are given for the development of a comparative measurement concept for Dynamic Capabilities. Furthermore, the inclusion of environmental dynamism in the research is emphasized. Practical implications. Firms can use the structure of sensing, seizing and reconfiguration and apply the dimensions for the relational measurement to evaluate their innovation activities. Originality/Value. Connections of Dynamic Capabilities to the environmental dynamism were found. Furthermore, the process lens of this research makes the theoretical concept of Dynamic Capabilities more graspable and gives suggestions for an operationalization. Paper type: empirical.
