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Journal articles on the topic 'Dynamic managerial capabilities'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Helfat, Constance E., and Jeffrey A. Martin. "Dynamic Managerial Capabilities." Journal of Management 41, no. 5 (2014): 1281–312. http://dx.doi.org/10.1177/0149206314561301.

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Botts, M. M. "Dynamic managerial capabilities: lessons from non-profits in highly dynamic environments." European Journal of Management Issues 25, no. 1 (2017): 24–29. https://doi.org/10.15421/191704.

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<strong>Purpose</strong><strong>. </strong>Drawing on the concept of dynamic managerial capabilities, to propose a model that incorporates managerial human and social capital, and managerial cognition in the dynamic capabilities framework. <strong>Design/Method/Approach</strong><strong>. </strong>The study is an empirical in the context of the current conflict in the eastern Ukraine and is an analysis a non-profit field with an extremely high dynamic environment. The data was collected using a quantitative survey with 70 private corps, non-commissioned officers, and higher-ranked off

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Souza, Elnivan Moreira de, and Sergio Henrique Arruda Cavalcante Forte. "Exploring the Relationship Between Managerial Cognitive Capabilities and Dynamic Managerial Capabilities." International Journal of Business Administration 12, no. 5 (2021): 1. http://dx.doi.org/10.5430/ijba.v12n5p1.

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The micro-foundations research agenda's primary motivation in strategy is to dissect macro-level constructs in terms of actions and organizational members' interactions to the micro-level. This work seeks to evolve the understanding of these micro-foundations to explain the relationship between Managerial Cognitive Capabilities and Dynamic Managerial Capabilities. We conducted a laboratory experiment with a sample of 111 participants, divided into two groups, containing 57 and 54 participants, each one. The results revealed that Sensing Opportunity and Seizing Opportunity, components of the Dy

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Botts, Moritz Martin. "Dynamic managerial capabilities: lessons from non-profits in highly dynamic environments." European Journal of Management Issues 25, no. 1 (2017): 24. http://dx.doi.org/10.15421/191704.

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Purpose. Drawing on the concept of dynamic managerial capabilities, to propose a model that incorporates managerial human and social capital, and managerial cognition in the dynamic capabilities framework. Design/Method/Approach. The study is an empirical in the context of the current conflict in the eastern Ukraine and is an analysis a non-profit field with an extremely high dynamic environment. The data was collected using a quantitative survey with 70 private corps, non-commissioned officers, and higher-ranked officers. Findings. The model provides a direct relationship between

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5

Adner, Ron, and Constance E. Helfat. "Corporate effects and dynamic managerial capabilities." Strategic Management Journal 24, no. 10 (2003): 1011–25. http://dx.doi.org/10.1002/smj.331.

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M.T. Ali, Nirwan, Abdullah W. Jabid, Hartaty Hadady, and Abdul Hadi Sirat. "Digital Leadership and Dynamic Managerial Capabilities." International Journal of Business, Law, and Education 4, no. 2 (2023): 670–77. http://dx.doi.org/10.56442/ijble.v4i2.229.

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The purpose of this research is to examine the influence between digital leadership and dynamic managerial capabilities. This research itself was conducted in the City of Ternate. The population in this study are all business actors both online and offline in Ternate City. Determination of the sample in this study using purposive sampling with a judgment sampling approach with the condition that the respondent is intended to have the capacity as a business leader and the business has a net worth of more than 50 million rupiahs up to a maximum of 500 million rupiahs. Besides that, only business

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Helfat, Constance E., and Margaret A. Peteraf. "Managerial cognitive capabilities and the microfoundations of dynamic capabilities." Strategic Management Journal 36, no. 6 (2014): 831–50. http://dx.doi.org/10.1002/smj.2247.

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Kholid, Kholid, Bagong Suyanto, and Fiona Niska Dinda Nadia. "The Role of Dynamic Managerial Capabilities of School Principals on School Performance through Networking Capabilities and Spiritual Motivation." RSF Conference Series: Business, Management and Social Sciences 3, no. 3 (2023): 312–18. http://dx.doi.org/10.31098/bmss.v3i3.677.

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This study was conducted in the educational settings of the East Java Integrated Islamic School Network (JSIT), encompassing Kindergarten to High School levels. This study examines the impact of dynamic managerial ability, spiritual motivation, and networking ability on school performance across all East Java Integrated Islamic School Network levels. To achieve the research objective, a mixed-methods approach involving quantitative and qualitative interviews was employed. Empirical evidence revealed that the Principal's Dynamic Managerial Ability significantly influences School Performance. Fu

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Kamasak, Rifat, Mustafa Ozbilgin, Berk Kucukaltan, and Meltem Yavuz. "Regendering of dynamic managerial capabilities in the context of binary perspectives on gender diversity." Gender in Management: An International Journal 35, no. 1 (2019): 19–36. http://dx.doi.org/10.1108/gm-05-2019-0063.

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Purpose The interplay between gender and dynamic managerial capabilities is not well studied in the extant literature. This paper aims to explore how dynamic managerial capabilities, as prized qualities in the job market, are framed in gendered ways and how the gendering process disadvantages female and male workers for different reasons and harms the organisations, which use the managerial capabilities approach without proofing it for gender biases. Design/methodology/approach An extensive literature review was conducted and a framework that offers a new gender perspective was offered. Findin

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Kholid, Bagong Suyanto, and Yetty Dwi Lestari. "The role of organizational networking capabilities and agile leadership on organizational performance through dynamic managerial capabilities with moderating professional capabilities and dynamic organizational culture." International Journal of Innovative Research and Scientific Studies 8, no. 2 (2025): 661–73. https://doi.org/10.53894/ijirss.v8i2.5287.

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Education in Indonesia faces great challenges in adjusting to the demands of the times. The development of the industrial and business world is moving faster than the readiness of human resources produced by the education system. This study aims to analyze the role of Organizational Networking Capabilities and Agile Leadership on Organizational Performance through Dynamic Managerial Capabilities with the Moderation of Professional Capabilities and Dynamic Organizational Culture. This study uses a quantitative approach, employing a survey method. In this study, theoretical and empirical studies

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Heubeck, Tim, and Reinhard Meckl. "More capable, more innovative? An empirical inquiry into the effects of dynamic managerial capabilities on digital firms' innovativeness." European Journal of Innovation Management 25, no. 6 (2022): 892–915. http://dx.doi.org/10.1108/ejim-02-2022-0099.

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PurposeManagers play a critical role in shaping the development of firms due to the risky and long-term nature of innovation. Although the managerial effect on strategic change has long been factored into organizational theories, scholars still lack a complete understanding of the specific managerial capabilities that drive innovation in today's digital economy. The present study builds on dynamic managerial capabilities theory to close this research gap. The paper proposes managers' dynamic capabilities and their three underlying drivers – managerial human capital, social capital, and cogniti

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Corrêa, Rúbia Oliveira, Eduardo Veiga Bueno, Heitor Takashi Kato, and Luiz Marcos de Oliveira Silva. "Dynamic managerial capabilities: Scale development and validation." Managerial and Decision Economics 40, no. 1 (2018): 3–15. http://dx.doi.org/10.1002/mde.2974.

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Čirjevskis, Andrejs. "What Dynamic Managerial Capabilities Are Needed for Greater Strategic Alliance Performance?" Journal of Open Innovation: Technology, Market, and Complexity 5, no. 2 (2019): 36. http://dx.doi.org/10.3390/joitmc5020036.

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Despite the rising interest in the nature of open innovation and its implications for greater strategic alliance performance, limited attention has been paid to what the dynamic managerial capabilities underpinning those processes are. Moreover, only limited research has examined how open innovation is practiced by firms working within various network forms (ecosystems, platforms, and strategic alliances) and what dynamic managerial capabilities ensure such networks’ collaborations. We need to further develop the concept of the coupled (collaborative) type of open innovation and to show how op

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Irawan, Dadang, Hendrawan Supratikno, Evo Hariandja, and Rizaldi Parani. "Strategic Choice of Doctoral Education and Dynamic Managerial Capabilities in Supporting Executives Performance: An Exploratory Study." International Journal of Innovative Research and Scientific Studies 8, no. 3 (2025): 4046–56. https://doi.org/10.53894/ijirss.v8i3.7430.

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Improving human capital through education is considered an investment decision. In Indonesia, the interest of non-academics in pursuing doctoral programs is increasingly widespread. The purpose of this study is to explore the dynamics of strategic choices in doctoral education and dynamic managerial capabilities on executive performance. The data analysis process includes a crucial stage of data coding, following Yin's approach for case studies as the research method of this study. By employing unstructured techniques with five executives, it gathered the unique insights of each participant, e

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Sekliuckiene, Jurgita, and Julius Urbonavicius. "Exploring the relationship between corporate governance and competitive firm performance." Management 29, no. 2 (2024): 71–84. https://doi.org/10.30924/mjcmi.29.2.6.

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This paper explores the relationship between corporate governance, dynamic managerial capabilities, and competitive firm performance. In particular, we examine the role of dynamic managerial capabilities in the relationship between corporate governance and competitive firm performance. Using a sample of 323 firms, we demonstrate that the relationship between corporate governance and competitive performance is mediated by dynamic managerial capabilities. The research results also show that corporate governance has a positive effect on competitive firm performance. Consequently, firms tend to in

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Jung, Christopher, J. Nils Foege, and Stephan Nüesch. "Not Only A Matter of Dynamic Managerial Capabilities." Academy of Management Proceedings 2018, no. 1 (2018): 10094. http://dx.doi.org/10.5465/ambpp.2018.183.

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Sebhatu, Seare Asfaha. "Managerial capabilities and firms' sustainable performance: Evidence from Chinese manufacturing small and medium-sized enterprises." Frontiers in Management and Business 2, no. 1 (2021): 74–86. http://dx.doi.org/10.25082/fmb.2021.01.002.

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This research seeks to address small and medium-sized enterprises (SMEs)’ performance problems by linking dynamic managerial capabilities to firm performance. In today’s dynamic market environment, it is vitally important for managers/owners of SMEs to possess dynamic capabilities. This study limited its focus to three managerial capabilities namely networking, sensing, and innovation with the moderating role of market dynamism. The data collection process and analysis provided findings that revealed that Chinese SME managers/owners effectively employ managerial capabilities in managing their

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Widianto, Sunu, Yetty Dwi Lestari, Beta Embriyono Adna, Badri Munir Sukoco, and Mohammad Nasih. "Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation." Journal of Organizational Effectiveness: People and Performance 8, no. 1 (2021): 149–72. http://dx.doi.org/10.1108/joepp-02-2020-0028.

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PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institutio

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Mehta, Ahmed Muneeb, and Syed Ahmad Ali. "Dynamic managerial capabilities and sustainable market competencies: role of organisational climate." International Journal of Ethics and Systems 37, no. 2 (2021): 245–62. http://dx.doi.org/10.1108/ijoes-07-2020-0121.

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Purpose Managerial capabilities are one of the primary resources in every organisation that have peculiar strategic objectives to fulfil. The purpose of this paper is an effort to dig out how managerial cognition, human capital and social capital as underpinnings of dynamic managerial capabilities (both separate and composite) affect sustainable strategic market creation (SMC) in nascent industries. Moreover, this study unfolds the role of dynamic managerial capabilities (sensing, seizing and reconfiguring) as a key mechanism through which these underpinnings lead to SMC. Design/methodology/ap

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Harrington, Shelley, and Alex Kevill. "Personality as a Micro-Foundation of Dynamic Managerial Capabilities." Academy of Management Proceedings 2019, no. 1 (2019): 11893. http://dx.doi.org/10.5465/ambpp.2019.11893abstract.

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Kurtmollaiev, Seidali, Annita Fjuk, Knut Kvale, and Per Egil Pedersen. "Developing Managerial Dynamic Capabilities: A Quasi-Experimental Field Study." Academy of Management Proceedings 2016, no. 1 (2016): 14794. http://dx.doi.org/10.5465/ambpp.2016.14794abstract.

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Baishya, Somnath, Amit Karna, Diptiranjan Mahapatra, Satish Kumar, and Debmalya Mukherjee. "Dynamic managerial capabilities: A critical synthesis and future directions." Journal of Business Research 186 (January 2025): 115015. http://dx.doi.org/10.1016/j.jbusres.2024.115015.

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Bititci, Umit S., Fran Ackermann, Aylin Ates, et al. "Managerial processes: an operations management perspective towards dynamic capabilities." Production Planning & Control 22, no. 2 (2010): 157–73. http://dx.doi.org/10.1080/09537281003738860.

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M. Chotibuddin, Ahmad Iwan Zunaih, and Musbikhin. "Factors Affecting Islamic School Performance: Dynamic Managerial Capabilities of School Principals Influenced by Networking and Motivation." International Journal of Advanced Engineering and Management Research 08, no. 05 (2023): 65–78. http://dx.doi.org/10.51505/ijaemr.2023.8506.

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This study was conducted in the educational settings of the East Java Integrated Islamic School Network (JSIT), encompassing levels from Kindergarten to High School. This study examines the impact of dynamic managerial ability, spiritual motivation, and networking ability on school performance across all East Java Integrated Islamic School Network levels. To achieve the research objective, a mixed-methods approach, involving both quantitative surveys and qualitative interviews was employed. Empirical evidence revealed that the Principal's Dynamic Managerial Ability significantly influences Sch

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Nijhof, Andre, Jaap Schaveling, and Nicolette Zalesky. "Business, society, and the need for stewardship orientation." Journal of Organizational Change Management 32, no. 1 (2019): 145–63. http://dx.doi.org/10.1108/jocm-09-2017-0348.

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PurposeOrganizational change involves optimizing a firm’s sustainability performance. The purpose of this paper is to explore how strategic orientations concerning the interface between business and society influence organizations’ sustainability performance. To explain how different strategic orientations – especially stewardship and instrumental orientations – impact sustainability performance, dynamic managerial capability theory is explored.Design/methodology/approachOurs is an inductive, qualitative study based on the template analysis of interviews conducted among sustainability managers

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Alves, André de Abreu Saraiva Monteiro, and Fernando Manuel Pereira de Oliveira Carvalho. "How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance." Sustainability 15, no. 1 (2022): 14. http://dx.doi.org/10.3390/su15010014.

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Microenterprises’ internal capability landscape and how it relates to the firms’ global performance (GP) is sparsely studied and understood. Discrete relationships between a capability and GP may have some empirical evidence, but how microenterprises’ capabilities quantitatively relate to each other and together to GP still had no answer. Our model investigates the impact of dynamic managerial capabilities (DMCs) and entrepreneurial orientation (EO) on operational capabilities (OCs), and of those on GP, moderated by competitive intensity (CI). The data were acquired in a survey by questionnair

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Saadah, Maratun, and Agustiyara Agustiyara. "Transformational Leadership and Dynamic Managerial Capabilities in Public Sector Innovation." Jurnal Bina Praja 16, no. 1 (2024): 201–14. http://dx.doi.org/10.21787/jbp.16.2024.201-214.

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The study examines the role of transformational leadership and Dynamic Managerial Capabilities in public sector innovation, specifically in addressing the challenges of managing the livelihood eligibility of the community, including older people, in order to build an elderly-friendly community. The study focuses on the leadership of Jambi Mayor and Vice Major in employing innovation to realize Jambi as a Smart Living. This descriptive qualitative study aims to identify new information related to the transformational leadership and Dynamic Managerial Capabilities of the Jambi Government in inno

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Ande, Diin Fitri. "A BRIEF UNDERSTANDING OF ORGANIZATIONAL AMBIDEXTERITY AND DYNAMIC MANAGERIAL CAPABILITIES, AND HOW THEY RELATE?" JURISMA : Jurnal Riset Bisnis & Manajemen 9, no. 2 (2019): 197–205. http://dx.doi.org/10.34010/jurisma.v9i2.2248.

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The concept of organizational ambidexterity and dynamic managerial capabilities have raised researchers’ interest. Based on previous studies, this paper aims to provide a simple understanding of those two concepts, so that everyone from diverse backgrounds can easily capture the ideas of these concepts. In addition, the clear explanation of the relationship between dynamic managerial capabilities and organizational ambidexterity also provided. In short, Ambidexterity is defined as the need for the firm to achieve a balance between explore and exploit (He and Wong, 2004; O’Reilly, 2013) and the

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Kim, Kihyon, and Gyoogun Lim. "International Dynamic Marketing Capabilities of Emerging-Market Small Business on E-Commerce." Journal of Theoretical and Applied Electronic Commerce Research 17, no. 1 (2022): 199–211. http://dx.doi.org/10.3390/jtaer17010010.

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For better export marketing strategies (EMS), companies mobilize their internal resources, which are managerial commitment, firm experience, and product uniqueness. However, Small businesses with constrained resources cannot be well explained with this view. So, more research on how small businesses come up with EMS has been called for. To explain how resource-restricted firms rely heavily on entrepreneurs, this study adopted the concept of dynamic managerial capabilities (DMCs) and resource versatility to better explain small business exports. We analyzed small businesses in Mongolia with qua

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Wang, Liang, Eric Ping Hung Li, and Xiaoya (Sara) Ding. "Does deliberate learning lead to dynamic capability? The role of organizational schema for Kodak, 1993-2011." Journal of Strategy and Management 11, no. 1 (2018): 52–80. http://dx.doi.org/10.1108/jsma-11-2016-0083.

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Purpose The process of building dynamic capabilities remains understudied, although deliberate learning is posited to be the key to developing and maintaining dynamic capabilities in turbulent environments. Based on the case study of Kodak’s responses to the shift from traditional to digital technology in the imaging industry (1993-2011), the purpose of this paper is to examine the role of managerial cognition in building dynamic capabilities. Design/methodology/approach The paper employs case study and qualitative method approach. Findings The results reveal that, when facing environmental tu

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Ahmed, Eltigani, James Kilika, and Clare Gakenia. "The conceptualization of dynamic resource orchestration framework as an anchor for organizational resilience." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 7 (2021): 53–61. http://dx.doi.org/10.20525/ijrbs.v10i7.1419.

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The objective of this paper was to present a dynamic resource orchestration framework as a source of organizational resilience through blended orchestration of the firm's dynamic and static resources to generate sustained value during disruptive shocks. We adopted an integrative literature review methodology and proposed a dynamic resource orchestration framework as a managerial option to create and sustain firm value. Conceptually, a dynamic resource orchestration framework was presented as the integration of firm resources and managerial capability. We proposed dynamic resource orchestration

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Bezjian, James, Robert Bradley MacKay, and Jo Danbolt. "How Industry Recipes Influence the Application of Dynamic Managerial Capabilities." Academy of Management Proceedings 2016, no. 1 (2016): 18022. http://dx.doi.org/10.5465/ambpp.2016.18022abstract.

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Harris, Dawn A., Frederick Kaefer, and Linda M. Salchenberger. "The development of dynamic capabilities through organisational and managerial processes." International Journal of Business Environment 5, no. 4 (2013): 398. http://dx.doi.org/10.1504/ijbe.2013.052087.

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Barrales‐Molina, Vanesa, Jose Benitez‐Amado, and María N. Perez‐Arostegui. "Managerial perceptions of the competitive environment and dynamic capabilities generation." Industrial Management & Data Systems 110, no. 9 (2010): 1355–84. http://dx.doi.org/10.1108/02635571011087437.

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Somsing, Autcharaporn, and Nassim Aissa Belbaly. "Managerial Creativity: The Roles of Dynamic Capabilities and Risk Preferences." European Management Review 14, no. 4 (2017): 423–37. http://dx.doi.org/10.1111/emre.12118.

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Harris, Dawn A., Frederick Kaefer, and Linda Salchenberger. "The Development of Dynamic Capabilities through Organizational and Managerial Processes." Academy of Management Proceedings 2012, no. 1 (2012): 10268. http://dx.doi.org/10.5465/ambpp.2012.10268abstract.

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Sune, Albert, and Jenny Gibb. "Dynamic capabilities as patterns of organizational change." Journal of Organizational Change Management 28, no. 2 (2015): 213–31. http://dx.doi.org/10.1108/jocm-01-2015-0019.

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Purpose – In this paper the authors explore the managerial processes involved in deep, purposeful organizational change. The authors investigate change towards a goal-directed end state and the managerial actions involved in reaching it. The purpose of this paper is to identify patterns of organizational change by analysing how variations occurred in a firm’s resources and capabilities at a time of high internal and external uncertainty. Design/methodology/approach – The authors use a longitudinal in-depth case study on the airline Spanair. The authors analyse the change process this airline e

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Heubeck, Tim. "Managerial capabilities as facilitators of digital transformation? Dynamic managerial capabilities as antecedents to digital business model transformation and firm performance." Digital Business 3, no. 1 (2023): 100053. http://dx.doi.org/10.1016/j.digbus.2023.100053.

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Permana, Adrian, and Lena Ellitan. "The Role of Dynamic Capability in Mediating The Effects of Environmental Dynamism and Managerial Capabilities on Firm Performance: a Preliminary Study." Journal of Entrepreneurship & Business 1, no. 2 (2020): 70. http://dx.doi.org/10.24123/jeb.v1i2.2870.

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Small and Medium Enterprises (SMEs) face many challenges from the coming rapid changes such as technology advancement, competitions, limitations and supports from government regulations, and limitations in terms of capital supply, product knowledge, and company management. Building and maintaining the firm performance of SMEs can be achieved through external factors (environmental dynamism) and internal factors (managerial capabilities). By using the dynamic capabilities as an intervening variable, it is expected to have an impact on firm performance by measuring the perceptive from owners or

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Bwabo, Maulid, Zhiqiang Ma, and Mingxing Li. "Conceptualizing a nexus between agility, unobserved differences of dynamic capability, and sustainable performance of microfirms." Sustainable Economies 2, no. 4 (2024): 263. http://dx.doi.org/10.62617/se263.

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Recent studies have highlighted commonalities in the relationship between dynamic capabilities and firms’ sustainable performance. However, the impact of unobserved differences within the dimensions of dynamic capabilities on firm-level sustainable performance remains unclear. Specifically, in this study, we investigate how unobserved variations in dynamic capabilities influence the sustainable performance of dairy microfirms. Additionally, the study examines the unobserved mediating effects of agility in the relationships between knowledge-sharing sensing capability, managerial cognitive capa

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Chen, Yi‐Min, Hsin‐Hsien Liu, and Yu‐Chun Chiu. "Customer benefits and value creation in streaming services marketing: a managerial cognitive capability approach." Psychology & Marketing 34, no. 12 (2017): 1101–8. http://dx.doi.org/10.1002/mar.21050.

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AbstractCustomer value analysis and management is a key theoretical and empirical issue in marketing management and strategic management. However, little is known about the influence of customer benefit on customer value from the microfoundations of the dynamic capabilities perspective. Currently, a boom in online video and music streaming services is changing the entertainment industry structure. Thus, marketing managers in the fast‐growing streaming services industry should have dynamic managerial capabilities to anticipate other service elements that customers consider valuable. Based on ma

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ELLONEN, HANNA-KAISA, ARI JANTUNEN, and ANETTE JOHANSSON. "THE INTERPLAY OF DOMINANT LOGIC AND DYNAMIC CAPABILITIES IN INNOVATION ACTIVITIES." International Journal of Innovation Management 19, no. 05 (2015): 1550052. http://dx.doi.org/10.1142/s1363919615500528.

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Within the strategic management literature, both managerial cognition and dynamic capabilities have been identified as drivers of change and transition in changing business environments. The purpose of this study is to explore the interplay of dominant logic and dynamic capabilities in the magazine publishing industry. We investigated four magazine publishing business units of a large media corporation situated in four different countries, namely Finland, the Netherlands, Hungary and Russia. A total of 40 magazine managers were interviewed. The results imply that dominant logic and dynamic cap

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Dhia Noman, Rohaida Basiruddin, Najla Ayesh, and Mas Bambang Baroto. "Resources Fungibility as a Moderator in the Relationship between Dynamic Capabilities and Innovation Capability." International Journal of Business and Society 23, no. 3 (2022): 1378–403. http://dx.doi.org/10.33736/ijbs.5169.2022.

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Managerial cognition of resources fungibility is an important dimension that shapes organizational responses. However, the role of managerial cognition of resources fungibility has been empirically overlooked by scholars. Furthermore, extant literature lacks a model to enable a systematic measurement and evaluation of managerial cognition of resources fungibility, which has yet to be developed. This study empirically examines the moderating role of resources fungibility in the relationship between dynamic capabilities and innovation capability. To operationalize managerial cognition to enable

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Mattila, Malla, Pia Hautamäki, Mika Yrjölä, and Leena Aarikka-Stenroos. "Business-to-Business Selling in Transition: A Digital Dynamic Managerial Capability Framework." Journal of Finnish Studies 23, no. 2 (2020): 156–92. http://dx.doi.org/10.5406/28315081.23.2.09.

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Abstract Despite an increased understanding of changing customer behavior and requirements for more digitalized selling opportunities, the use of new advanced technologies (such as artificial intelligence, machine learning, and robotic process automation) in business-to-business (B2B) selling is still in an early stage among Finnish small- and medium-sized enterprises (SMEs). Furthermore, the increased complexity of expanding relationships and rapidly evolving technologies to be managed in the ecosystem era challenges many SMEs. In order to assist managers in these enterprises to enact a digit

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Kor, Yasemin Y., and Andrea Mesko. "Dynamic managerial capabilities: Configuration and orchestration of top executives' capabilities and the firm's dominant logic." Strategic Management Journal 34, no. 2 (2012): 233–44. http://dx.doi.org/10.1002/smj.2000.

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Neck, Christopher B., and Christopher P. Neck. "Seize the Day: Executive Thought Self-leadership and Heterogeneity Among Dynamic Managerial Capability Underpinning Cognitive Capabilities." Journal of Management and Strategy 13, no. 2 (2022): 12. http://dx.doi.org/10.5430/jms.v13n2p12.

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Extant literature has established the importance of individual dynamic managerial capabilities to the enterprise level sensing, seizing, and reconfiguring capacities of an organization. Despite theorization that heterogeneity in executive thought processes and thinking disposition stands causal for the oft observed differences in managerial capability between executives, little is known about the individual level antecedents of this cognitive heterogeneity which ultimately influences the direction of the entire firm. In response to calls for future investigation into this critical gap, the pre

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George, Nycil, Amit Karna, and Mukesh Sud. "Revisiting Dynamic Capabilities in Entrepreneurship from Managerial Lens: A Bibliometric Analysis." Academy of Management Proceedings 2017, no. 1 (2017): 14204. http://dx.doi.org/10.5465/ambpp.2017.14204abstract.

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Bunz, Thorsten, and Lars Matysiak. "Strategic Change and Performance: The Moderating Role of Dynamic Managerial Capabilities." Academy of Management Proceedings 2016, no. 1 (2016): 14094. http://dx.doi.org/10.5465/ambpp.2016.14094abstract.

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Schriber, Svante, and Joakim Netz. "Rethinking Prescriptions? A Review of Managerial Takeaways From Dynamic Capabilities Research." Academy of Management Proceedings 2016, no. 1 (2016): 14914. http://dx.doi.org/10.5465/ambpp.2016.14914abstract.

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Ramírez, Rafael, Riku Österman, and Daniel Grönquist. "Scenarios and early warnings as dynamic capabilities to frame managerial attention." Technological Forecasting and Social Change 80, no. 4 (2013): 825–38. http://dx.doi.org/10.1016/j.techfore.2012.10.029.

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