Relevant bibliographies by topics / Organizational dynamic capability

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Organizational dynamic capability'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Organizational dynamic capability"

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Pham, Ly Minh Thi, Lobel Trong Thuy Tran, Phanee Thipwong, and Wan Tran Huang. "Dynamic Capability and Organizational Performance." Journal of Organizational and End User Computing 31, no. 2 (2019): 1–21. http://dx.doi.org/10.4018/joeuc.2019040101.

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Given the growing importance of organizational capabilities due to the dynamic nature of most markets, dynamic capability has been increasingly considered a key element of superior organizational performance. This article extends this link by the mediational role of social networking site integration (SNS) to develop a competitive advantage. Drawing from the resource-based view (RBV) and social capital theory, this article empirically examines the ability of recognizing and capitalizing opportunities of dynamic capability and SNS mechanisms (technical and administrative) affecting organizational performance. Using a sample of 124 hotel managers, the article successfully identifies the mediator role of SNS in the dynamic capability-organizational performance link.
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Moon, Taewon. "Organizational Cultural Intelligence: Dynamic Capability Perspective." Group & Organization Management 35, no. 4 (2010): 456–93. http://dx.doi.org/10.1177/1059601110378295.

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Tseng, Shu-Mei, and Pei-Shan Lee. "The effect of knowledge management capability and dynamic capability on organizational performance." Journal of Enterprise Information Management 27, no. 2 (2014): 158–79. http://dx.doi.org/10.1108/jeim-05-2012-0025.

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Purpose – The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment. Hence, how an enterprise can effectively apply its knowledge management (KM) capability and develop a uniquely dynamic capability in order to provide quick response to a dynamic environment has become an urgent need. The purpose of this paper is to discuss the above-mentioned issues. Design/methodology/approach – In order to gain best exploration on KM capability, dynamic capability, and organizational performance, the questionnaire and statistical analytical techniques were used. Findings – The results indicate that dynamic capability is an important intermediate organizational mechanism through which the benefits of KM capability are converted into performance effects at the corporate level. That is, KM capability enhances the dynamic capability of organizations. While dynamic capability, in turn, increases organizational performance and provides competitive advantages. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability. Practical implications – This research aims to investigate KM capability, dynamic capability, and organizational performance, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KM capabilities and dynamic capabilities to enhance organizational performance. Originality/value – There is still little related literature investigating the relationships among KM capability, dynamic capability, and organizational performance. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of KM capability and dynamic capability on organizational performance. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.
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Takahashi, Adriana, Sergio Bulgacov, Elder Semprebon, and Mônica Giacomini. "Dynamic capabilities, Marketing Capability and Organizational Performance." Brazilian Business Review 14, no. 5 (2017): 466–78. http://dx.doi.org/10.15728/bbr.2017.14.5.1.

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Bamel, Umesh Kumar, and Nisha Bamel. "Organizational resources, KM process capability and strategic flexibility: a dynamic resource-capability perspective." Journal of Knowledge Management 22, no. 7 (2018): 1555–72. http://dx.doi.org/10.1108/jkm-10-2017-0460.

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PurposeStrategic flexibility is largely considered a source of competitive advantage, yet strategic flexibility in relation to organizational resources and knowledge management (KM) process capability is not well studied. To address this gap, this study aims to assesses the relationship of organizational resources (technical and social resources) and strategic flexibility through KM process capability.Design/methodology/approachThis paper is built on the assumptions of the resource-based view and the dynamic capability perspective of firm. Two types of organizational resources – technical and social – were identified from relevant literature. Data were collected from 23 small- and medium-sized firms (family owned firms) using a 37-item questionnaire. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses.FindingsFindings suggest that organizational resources are positively and significantly related with strategic flexibility, and KM process capability partially mediates these relationships.Research limitations/implicationsThe paper adds to strategic flexibility literature by exploring and assessing the linkage of organizational resources with strategic flexibility through KM process capability.Originality/valueFindings of this research may help organizations and practitioners in enhancing strategic flexibility of firm.
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Kareem, Mohanad Ali, and Alaa Abdulameer Ahmed Alameer. "The Impact of Dynamic Capabilities on Organizational Effectiveness." Management & Marketing. Challenges for the Knowledge Society 14, no. 4 (2019): 402–18. http://dx.doi.org/10.2478/mmcks-2019-0028.

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Abstract This paper aims to investigate the impact of dynamic capabilities constructs i.e. sensing capability, learning capability, and reconfiguration capability on organizational effectiveness in the selected Iraqi public universities context. This study adopted the survey method to collect primary data. An online questionnaire was distributed to around 342 employees, out of which 215 completed questionnaires were obtained. The data were collected during the period from 02-08-2018 to 03-10-2018. The reliability and validity of the dimensions are assessed through confirmatory factor analysis (CFA) and the hypotheses are tested by using structural equation modeling SEM. The analytical results indicate that sensing capability does not have a positive impact on organizational effectiveness while learning capability and reconfiguration capability have a positive impact on organizational effectiveness. Thus, this study provides a better understanding of the effects of dynamic capabilities. The results of this study have the potential to help the decision-makers of universities to develop learning capability and reconfiguration capability, in turn, universities will be able to achieve superior organizational effectiveness.
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Ahern, Terence, P. J. Byrne, and Brian Leavy. "Developing complex-project capability through dynamic organizational learning." International Journal of Managing Projects in Business 8, no. 4 (2015): 732–54. http://dx.doi.org/10.1108/ijmpb-11-2014-0080.

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Purpose – The purpose of this paper is to extend the learning boundaries of traditional project capability, which follows the linear planning paradigm, in order to include non-linear complex projects that cannot be completely specified and planned in advance, and so require continuous learning over their life cycles. Design/methodology/approach – Based on an earlier empirical investigation, where complex-project capability (CPC) is developed through dynamic organizational learning based on non-linear problem solving, the paper examines some of the conceptual and practical implications of this process insight. The focus here is on incomplete pre-given knowledge and emergent knowledge creation during CPC development. Findings – Using the three interrelated dimensions of project type, knowledge creation method, and organizational learning approach, the paper reinterprets Karl Popper’s linear problem solving model for learning in traditional projects by introducing the concept of knowledge entropy (disorder) for learning in non-linear complex projects. The latter follows a path from “order to disorder to order” rather than from “order to order” under traditional assumptions. Research limitations/implications – By identifying a common learning process at individual, group, and organizational levels, developing CPC can be viewed as a “learning organization”. This multi-level approach facilitates research into distributed organizing for emergent knowledge creation during CPC development. Practical implications – In contrast to traditional planned projects with up-front prior knowledge, complex projects are characterized by incomplete knowledge. The challenge of dealing with knowledge uncertainty in complex projects through continuous learning has practical implications for project learning, planning, knowledge management, and leadership. Originality/value – The concept of knowledge entropy (disorder) extends the learning boundaries of traditional projects, where little learning is anticipated, by including complex projects with knowledge uncertainty requiring continuous learning.
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Lee, Hyun, and Hong Lee. "Designing Modification Routines for Organizational Dynamic Capability Building." Innovation Enterprise Research 5, no. 3 (2020): 1–15. http://dx.doi.org/10.37297/ier.2020.12.5.3.1.

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Lee, Hyun, and Hong Lee. "Designing Modification Routines for Organizational Dynamic Capability Building." Innovation Enterprise Research 5, no. 3 (2020): 1–15. http://dx.doi.org/10.37297/ier.2020.08.5.3.1.

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Kokin, Sergey, and Tien An Wang. "Exploring the Effect of Organizational Dynamic Capability on Data Quality-BI Success Relationship." Advanced Materials Research 842 (November 2013): 759–63. http://dx.doi.org/10.4028/www.scientific.net/amr.842.759.

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There is growing use of business intelligence (BI) success for better decision-making in many organizations. However, there is a lack of empirical studies on BI Success in academic research. Data Quality is of high importance to employees on every organizational level. The present research investigates Data Quality-BI Success relationship from an organizational dynamic capability perspective. Organizational dynamic capability is the ability to sense and respond to market opportunities and threats with speed, and BI can be of great use in that sensing role of organizational dynamic capability. Drawing on the dynamic capabilities framework, and literature about business intelligence and data quality, we hypothesize that BI Success and Data Quality relationship is moderated by organizational dynamic capability. A research model was developed to define the relationship of BI and Data Quality with organizational dynamic capability. Survey data were collected and used to assess the model. The results of the research show that better data quality is of significant value for organizations, as well as it can be a source of organizational dynamic capability and competitive advantage.
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Dissertations / Theses on the topic "Organizational dynamic capability"

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Williams, Barry Owen. "The influence of dynamic capabilities on innovation capability in dynamic high velocity environments." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018577.

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The current business environment is experiencing increased levels of uncertainty, competition and change. Influenced by forces such as globalisation, fast paced technological change, recession and emerging markets, the current business environment is required to continuously adapt to these conditions and deliver new products or services to an increasingly demanding market. Such dynamic environments are characterised by fast and unpredictable changes that place traditional competitive advantages under pressure, requiring a continual pursuit of temporary game changers or radical disruptors. With radical innovation considered to be one of the key drivers of disruption and success within these environments, it has become critical for organisations to create a sustainable stream of new products that push the boundaries of technology and that ensures that those organisations stay ahead of their competitors. In dynamic environments, success is short-lived and temporary gains are quickly eroded as the competition catches up or jumps ahead. The ability for continual change, agility, ambidexterity and superior decision making, all contribute to maintaining the current advantages and quickly closing widening gaps in the innovation race. This study investigates the degree to which these dynamic capabilities influence an organisation’s innovation capability.
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Wang, Yi. "E-business assimilation and organizational dynamic capability : antecedents and consequences." HKBU Institutional Repository, 2009. http://repository.hkbu.edu.hk/etd_ra/984.

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Mirzataghi, Chaharmahali Sara, and Siadat Seyed Amir. "Achieving Organizational Ambidexterity : Understanding and explaining ambidextrous organizations." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-61262.

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Background: Responding to fast technological and environmental changes brings about challenges and paradoxes for companies that should be resolved in order to survive long-term and to achieve a sustainable competitive advantage. Ambidexterity is considered a solution to organizational paradoxes. Aim: The purpose of this research is to explore how firms can achieve ambidexterity to handle organizational paradoxes in different market conditions using their dynamic capabilities. Definitions: Ambidexterity: The ability of organizations to handle adaptability and alignment, exploration and exploitation at the same time Dynamic capabilities: The firm’s ability to integrate, build and reconfigure internal and external competencies to address rapidly changing environments Exploration: Activities such as innovation, discovering new opportunities, variation Exploitation: Activities that concern efficiency, implementation and execution Results: There are possible options that companies can follow to achieveambidexterity. These sets of options are distinguished as external vs.internal, sequential vs. parallel, structural vs. contextual and the role ofsenior management behaviour. Depending on market dynamism andenvironmental conditions, a different set of options could be suitable fordifferent companies. In addition, companies can enhance the likelihoodof achieving ambidexterity using their dynamic capabilities.
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Colaço, Miguel Maria de Sá Nogueira Almeida. "The role of Customer Relationship Management in organizational innovation capability." Master's thesis, Instituto Superior de Economia e Gestão, 2015. http://hdl.handle.net/10400.5/10722.

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Mestrado em Gestão de Sistemas de Informação
As empresas hoje em dia estão a enfrentar novos obstáculos, devido às mudanças contínuas no mercado, especialmente quando se tratam de necessidades dos clientes e novas tendências. Customer relationship management (CRM) é um tópico muito discutido no ambiente académico (Ngai et al., 2009), em relação a sistemas de informação e em gestão de marketing. A adoção de CRM está a crescer, com objetivos claros de melhorar a performance das empresas (Sin et al., 2005), aumentar a satisfação dos clientes e a sua fidelização. CRM pode também afetar a capacidade de inovação de uma empresa (Lin et al. 2010). Neste trabalho final de mestrado, a relação entre CRM e a capacidade de inovação das empresas foi analisada. A principal questão de investigação desta dissertação é: "Como é que os sistemas de CRM são úteis no suporte à capacidade de inovação de uma organização?". A base de argumentação desta questão é o facto dos sistemas de CRM impulsionarem a inovação através da teoria das capacidades dinâmicas. Nesta dissertação foram efetuadas entrevistas exploratórias com especialistas em CRM de forma a entender como é que o CRM pode melhorar a capacidade de inovação nas empresas. Outro objetivo desta dissertação foi o desenvolvimento da base teórica deste tema devido à lacuna que existe na literatura atualmente. A principal contribuição desta dissertação foi a proposta de um modelo conceptual da relação do CRM com a capacidade de inovação. Foi também apresentado um conjunto de hipóteses para serem testadas no futuro para provar o modelo proposto.
Organizations are facing new obstacles every day, due to constant changes in the market, especially when dealing with customers' needs and new trends. Nowadays, customers are very sensitive to the market and are constantly aware of new trends and new products/services. Customer relationship management (CRM) is much discussed in the academic environment (Ngai et al., 2009), regarding information systems and marketing management. CRM adoption is growing, with clear objective of improving organizational performance (Sin et al., 2005), increase customer satisfaction and retention. CRM have several capabilities and correctly implemented in an organizational structures can provide some benefits in terms of internal and external processes, regarding customers relationship. CRM can also affect organizational innovation capability (Lin et al. 2010). The main research question of this project is: How useful is CRM systems in providing support for innovation capability? The argumentation supporting this question is that CRM can drive innovation through dynamic capabilities. In this master thesis, were conducted exploratory interviews with CRM experts (academics and professionals) in order to understand how CRM can improve innovation capability? The theoretical background to support this thesis was also a research objective, due to the gap in academic literature concerning this subject. The main contribution of this research project was the proposition of a conceptual model linking CRM systems usage with innovation capability. It is also suggested for future work, a set of hypothesis to be tested, in order to prove the suitability of the proposed model.
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Burrell, Iris Shendell. "Examining the Effect of DevOps Adoption capability on organizational agility." Diss., Temple University Libraries, 2018. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/506178.

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Business Administration/Management Information Systems
D.B.A.
The purpose of this research is to investigate the effect of DevOps adoption on organizational agility. The first chapter establishes through literature review and a pilot study, a theoretical definition of DevOps and identifies through survey data, the key DevOps adoption capabilities. The definition and key capabilities identified during the pilot study establishes the foundation through which a subsequent study is performed. The second chapter details an examination of the effects of DevOps adoption capability on organizational agility. Through capability theory, we propose that DevOps adoption capability positively affects organizational agility. We also propose that the capabilities of collaboration/communication, continuous monitoring, measurement and automation positively affect DevOps adoption capability and likewise; the capabilities of responsiveness, competency, flexibility, and quickness affect organizational agility capability. We test our model with survey data collected from 333 respondents and find that our hypotheses are supported and that DevOps adoption capability has a positive effect on organizational agility capability.
Temple University--Theses
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Kramer, Ansgar. "Organisationale Fähigkeiten des öffentlichen Sektors : zur Übertragbarkeit der Capability Based View auf die Öffentliche Verwaltung." Bachelor's thesis, Universität Potsdam, 2012. http://opus.kobv.de/ubp/volltexte/2012/5729/.

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Die Arbeit geht der Frage nach inwiefern die Capability Based View (CBV) einen Erklärungsbeitrag für die Verwaltungsforschung leisten kann. Dazu unterzieht sie die CBV einer kritischen Betrachtung und benennt die wichtigsten Merkmale dieses – nach wie vor unscharfen – Konzepts mit Bezug zum öffentlichen Sektor. Sie zeigt Parallelen von Ansätzen und Ergebnissen der Verwaltungsforschung zur CBV auf und stellt ihre generelle Verwendbarkeit in diesem Kontext fest. Ebenso diagnostiziert sie jedoch signifikanten Verbesserungsbedarf hinsichtlich der Klarheit des Konzepts. Eine Fokussierung auf den öffentlichen Sektor verspricht eher eine Konsolidierung und Weiterentwicklung der CBV als deren Erforschung im Privatsektor, da das multidimensionale und mehrstufige Verständnis von Performance im öffentlichen Sektor deutlich besser zur Wirkungslogik der CBV passt. Die Arbeit schließt mit einer Forschungsagenda, welche die wichtigsten Fragen zur Weiterentwicklung aufzeigt, und dem Appell für mehr qualitative empirische Forschung in diesem neuen Feld des Public Managements.
The paper explores the explanatory potential of the Capability Based View (CBV) for research on public administrations. It does so by re-examining the – up till now – rather vague concept and sharpening it with a focus on the public sector. Parallels are drawn between the central propositions of the CBV and findings in public administration research. The focus lies on the link between capabilities and performance. Here, special attention is paid to the nexus between capabilities and performance, which originally fueled the interest in the CBV. It is concluded that the CBV is generally a fruitful approach for public administration research, yet with significant shortcomings in respect to its consolidation and clarity. The explanatory power of the CBV could actually be enhanced by applying it to the public sector: the multidimensional and -level understanding of performance in public sector organizations seems to match the propositions of the CBV far better than the one commonly used to evaluate performance in the private sector. The paper concludes with a research agenda summarizing the most important questions and a call for more qualitative empirical research in this emerging field within public management.
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Kurniawan, Eko, and Roland Zander. "Organizational Change and Technology Transformation: Impact of Process Innovation, Enterprise Maturity and Dynamic Capability Approach." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17662.

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Nilsson, Fanny, Felicia Schützler, and Jennifer Sturedahl. "Preventing Inertia: Levaraging the Usage of Facebook as a Dynamic Capability." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43950.

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Background – Inertia describes a state whereby companies develop slower relative the pace of change experienced by their environment, something most organizations experience at least once in their lifetime. Being in the state of inertia and consequently failing to adapt to change cause new businesses to replace old ones. Therefore, it is important for firms to be dynamic, which enables them to quickly recognize opportunities and threats. A way for companies to answer to these changes is to possess dynamic capabilities, which is found to be a solution for inertia. Digital innovation has played a key role in the evolution of dynamic environments. In order for companies to adapt to changing environments, the need for digital adaptation is becoming increasingly crucial. As a result, digital and social platforms have rapidly emerged throughout society, forcing companies to act to avoid stagnating in their development.   Purpose - This thesis aims to analyze how the utilization of Facebook as a dynamic capability can prevent inertia through the microscope of the Dynamic Capability Framework.   Method - Empirical data was collected through an interview study with employees at strategy and digital media consultancy firms. The participants possess extensive knowledge in the field of strategic implementation of social media. Primary data was gathered through semi-structured interviews and was analyzed in relation to the reviewed theory within inertia, dynamic capabilities, and digital innovation, by a thematic analysis. Findings - The findings of this thesis indicate that by dynamically utilizing Facebook, companies can extensively explore markets. This allows companies to continuously align existing resources by adapting and acting on identified trends within markets. Since these are actions within the Dynamic Capability Framework, a conclusion can be drawn that the usage of Facebook can be a dynamic capability. The usage of Facebook can therefore prevent organizations from entering the state of inertia. The findings further show that in order for the utilization of Facebook to be a dynamic capability, companies must possess extensive user skills and competencies. This research adds to the existing theory of digital media and business development by examining the usage of the social media platform, Facebook, through the lens of the Dynamic Capability Framework.
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Alexander, Dijo T. "Building Big Data Analytics as a Strategic Capability in Industrial Firms:Firm Level Capabilities and Project Level Practices." Case Western Reserve University School of Graduate Studies / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=case1544006213410606.

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Omeike, Stanley Ikenedum-Dike. "STRATEGY AS CONFIGURATION: STRATEGY STRUCTURE, MICRO FOUNDATIONS OF CAPABILITY CONFIGURATIONS AND THEIR EFFECTS ON EXECUTION GAPS UNDER VOLATILITY." Case Western Reserve University School of Graduate Studies / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=case1492828151241198.

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Books on the topic "Organizational dynamic capability"

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William, Lazonick, and Mass William 1949-, eds. Organizational capability and competitive advantage: Debates, dynamics and policy. E. Elgar, 1995.

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Lazonick, William. Organizational Capability and Competitive Advantage: Debates, Dynamics and Policy (International Library of Critical Writings in Business History). Edward Elgar Publishing, 1995.

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Gray, Barbara, and Jill Purdy. Collaborating for Our Future. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198782841.001.0001.

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Organizations turn to multistakeholder partnerships (MSPs) to meet challenges they cannot handle alone. By tapping diverse stakeholders’ resources, MSPs develop the capability to address complex issues and problems, such as health care delivery, poverty, human rights, watershed management, education, sustainability, and innovation. This book provides a comprehensive understanding of MSPs, why they are needed, the challenges partners face in working together, and how to design them effectively. Through the process of collaboration partners combine their differing strengths, vantage points, and expertise to craft innovative responses to pressing societal concerns. The book offers valuable advice for leaders about how to design and scale up effective partnerships and how to address potential obstacles partners may face, such as dealing with the conflicts and power issues likely to arise as partners negotiate with each other. Drawing on three comprehensive cases and countless shorter examples from around the world, the book offers practical advice for organizations embarking on an MSP, as well as theoretical understanding of how partnerships function. Using an institutional theory lens, it explains how partnerships can effect change in institutional fields by reducing turbulence and negotiating a common set of norms and routines to govern partners’ future interactions within the field of concern. Topics covered include: the nature of working collaboratively, why partnerships are needed, types of partnerships, guidelines for partnership design, partnerships and field dynamics, how to deal with conflicts among partners, negotiating across power differences, partnerships for sustainability, collaborative governance, working across scale differences, and how partnerships transform fields.
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Book chapters on the topic "Organizational dynamic capability"

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Majuri, Matti, and Nillo Halonen. "Capability Building Through Dynamic Capabilities and Organizational Learning." In Encyclopedia of the UN Sustainable Development Goals. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-71062-4_2-1.

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Majuri, Matti, and Nillo Halonen. "Capability Building Through Dynamic Capabilities and Organizational Learning." In Encyclopedia of the UN Sustainable Development Goals. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-95726-5_2.

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Mulders, Deborah E. M., and A. Georges L. Romme. "Unpacking Dynamic Capability: A Design Perspective." In Information and Organization Design Series. Springer US, 2009. http://dx.doi.org/10.1007/978-1-4419-0627-4_4.

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Peris-Ortiz, Marta, João J. Ferreira, and Jose M. Merigó Lindahl. "Knowledge, Innovation, and Sustainable Development in Organizations: A Dynamic Capability Perspective: An Overview." In Innovation, Technology, and Knowledge Management. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74881-8_1.

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Pfeffermann, Nicole. "Innovation Communication as a Cross-Functional Dynamic Capability: Strategies for Organizations and Networks." In Strategies and Communications for Innovations. Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-17223-6_18.

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Bowan, Cliff, and Pauline Gleadle. "Culture as a Dynamic Capability." In Handbook of Research on Knowledge-Intensive Organizations. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-176-6.ch020.

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The chapter addresses a central dilemma from the viewpoint of dynamic capabilities and the resource based view of the firm: how to manage creativity within New Product Development without sacrificing financial control. The empirical evidence examined concerns 3M’s NPD activity in the United Kingdom from a holistically viewed management control perspective at the organizational level, and a study of the development and launch of a highly successful and radically new product, Genesis. It is concluded that NPD processes within 3M in the United Kingdom display a large measure of coherence juxtaposed with flexibility through the manner in which controls, holistically viewed, are embedded within organizational routines. Using case evidence clear distinctions can be made between dynamic capabilities, resources and product outcomes, and the elements of 3M’s capability can be discerned. The authors conclude that a dynamic capability can consist of both replicable elements, and elements embedded in the culture and routines of the firm that are difficult to imitate.
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Fang, Teoh Ming, Lee Heng Wei, and Rajendran Muthuveloo. "Innovation Capability for SME Biomass Industry Performance." In Challenges and Opportunities for SMEs in Industry 4.0. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-2577-7.ch006.

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Industry 4.0 exerts great pressure on the organization today to innovate its business model in order to stay competitive. This study examines the positive and indirect effect of human resource management, organizational culture, knowledge management capabilities on organizational performance, with the mediating effect of organizational innovation capability among small and medium-sized enterprise (SME) in biomass industry in Malaysia. In addition, this study integrates resource-based view (RBV) and dynamic capabilities theories to investigate how the organization utilize its resources and capabilities to enhance organizational performance. Data were collected using survey questionnaire from biomass SMEs located in Malaysia. Structural equation modelling (Smart PLS 3.0) was used to test and analyze the data. The findings reveal that knowledge management capability and organizational culture exert a positive influence on organizational innovation capabilities. Similarly, organizational innovation capabilities also found to positively affect organizational performance.
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Fang, Teoh Ming, Lee Heng Wei, and Rajendran Muthuveloo. "Innovation Capability for SME Biomass Industry Performance." In Research Anthology on Cross-Industry Challenges of Industry 4.0. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-8548-1.ch064.

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Industry 4.0 exerts great pressure on the organization today to innovate its business model in order to stay competitive. This study examines the positive and indirect effect of human resource management, organizational culture, knowledge management capabilities on organizational performance, with the mediating effect of organizational innovation capability among small and medium-sized enterprise (SME) in biomass industry in Malaysia. In addition, this study integrates resource-based view (RBV) and dynamic capabilities theories to investigate how the organization utilize its resources and capabilities to enhance organizational performance. Data were collected using survey questionnaire from biomass SMEs located in Malaysia. Structural equation modelling (Smart PLS 3.0) was used to test and analyze the data. The findings reveal that knowledge management capability and organizational culture exert a positive influence on organizational innovation capabilities. Similarly, organizational innovation capabilities also found to positively affect organizational performance.
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"The Competent Organization." In Advances in Human Resources Management and Organizational Development. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6516-2.ch002.

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Competent organizations must be principled about managing knowledge, whether leading corporate efforts, knowledge sharing, or knowledge codification activities to grow their employees and organizational capacity and improve the dynamic business capability. Those organizations that are principled understand their responsibilities. They understand the value of resources; humans are valuable assets, and employee know-how is critical to an organization's outcome. In this chapter, necessary principles for an organization to have are discussed. These principles are the start of building a single system of performance management of integration of knowledge management and competence-based approaches, which leads to practical outcomes for businesses hoping to meet their desired performance.
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van de Wetering, Rogier, and Maaike Besuyen. "How IT-Enabled Dynamic Capabilities Add Value to the Development of Innovation Capabilities." In Encyclopedia of Organizational Knowledge, Administration, and Technology. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3473-1.ch070.

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The development of innovation capabilities is crucial for modern organizations. This research builds on the dynamic capability view and aims to understand how a specific quality of the IT infrastructure, that is, IT flexibility, through the development of IT-enabled dynamic capabilities (ITDCs), leads to innovation gains. The authors empirically validate their main research questions and associated research model using multiple regression analyses on a sample of 138 Dutch firms. They gathered this data through respondent-driven sampling. This study uncovers that IT flexibility is a key attribute in the development of ITDCs. Also, their empirical results support that claim that the development of ITDCs fosters organizations' capability to innovate. These outcomes substantiate our claim that IT is an essential facilitator for innovation capabilities. They also uncovered that the effect of IT flexibility, through ITDCs on innovation capabilities is independent of the complexity of the market. As such, this work contributes to the current practical and theoretical knowledge base of both IT and business.
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Conference papers on the topic "Organizational dynamic capability"

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Peng Liuying and Geng Xin. "Organizational dynamic capability establishment of small and medium-sized enterprises." In 2011 International Conference on Transportation and Mechanical & Electrical Engineering (TMEE). IEEE, 2011. http://dx.doi.org/10.1109/tmee.2011.6199188.

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Kassim, E. S., and H. Hussin. "User attitude, organizational learning and dynamic capability in government-to-business success." In 2010 IEEE International Conference on Management of Innovation & Technology. IEEE, 2010. http://dx.doi.org/10.1109/icmit.2010.5492885.

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Meng, Yan, and Qinying Sun. "Path Analysis of Building Organizational Dual Abilities from the Perspective of Dynamic Capability Theory." In Proceedings of the 5th Annual International Conference on Social Science and Contemporary Humanity Development (SSCHD 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/sschd-19.2019.88.

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Xiaoran, Li, Shi Chunsheng, and Wang Chenggang. "Study on the Influence of Organizational Innovation on Organizational Performance under the Circumstances of Big Data : —Intermediary Role of Dynamic Capability." In 2019 IEEE 4th International Conference on Big Data Analytics (ICBDA). IEEE, 2019. http://dx.doi.org/10.1109/icbda.2019.8713232.

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Nora Lelyana, R. A., S. Pantja Jati, and Willy Arafah. "Effective Strategic Planning and Knowledge Management Effects on Organizational Performance Mediated by Dynamic Capability Towards Threats of Chemical, Biological, Radiology, and Nuclear (CBRN) Weapon." In International Conference on Management, Accounting, and Economy (ICMAE 2020). Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200915.058.

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Luca, Christiaan, Marjolijn Vencken, Katinka van Cranenburgh, Juan Diego Borbor, and Anthony Tchilinguirian. "Trends in the Relationship Between Business and Society: Understanding the Past and Preparing for the Future." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206032-ms.

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Abstract How can a business develop sustainable societal relationships in a world that is often described as volatile, uncertain, complex and ambiguous? While public expectations of companies are complicated and continuously changing, there are clear underlying trends in modern society that shape this relationship. Understanding these trends allows a company to develop the capability of proactively managing societal relationships. The findings of the study are especially relevant for industries that visibly operate in the public space and should anticipate societal resistance. This paper first describes the societal trends that shaped the way people and organizations have interacted since the Second World War. In this period increasing environmental and social awareness and assertiveness developed along three evolutionary paths: –active public discourse that continuously pushes the boundaries of what is deemed acceptable and desirable, with increasing focus on human values and space for the individual;–industry sectors and international organizations that try to preempt new societal expectations with voluntary guidelines and self-regulation; and–governments that formalize important and matured parts of the public discourse and voluntary guidelines in laws and regulations. Secondly, the authors adopt a practical model to describe how companies have struggled to keep up with this continuously evolving and dynamic societal landscape due to lack of adaptation. An increasingly defensive and reactive business approach to societal pressure has led to a low point in trust from stakeholders. To regain trust and their social license to operate companies need to take a more proactive approach to societal relationships, which require both organizational and cultural change. Finally, the authors take the example from the safety journey, where the oil and gas industry has been very successful in demonstrating that excellence in safety is both a moral obligation and good for the bottom line. The same applies to excellence in societal relationships. Using the evolutionary model of safety culture with its maturity ladder as analogue, the authors provide a practical and value-driven framework to guide companies on their organizational and cultural change journey towards effective societal relationship management.
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Breedlove, Evan L., Mark T. Gibson, Aaron T. Hedegaard, and Emilie L. Rexeisen. "Evaluation of Dynamic Mechanical Test Methods." In ASME 2016 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/imece2016-65742.

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Dynamic mechanical properties are critical in the evaluation of materials with viscoelastic behavior. Various techniques, including dynamic mechanical analysis (DMA), rheology, nanoindentation, and others have been developed for this purpose and typically report complex modulus. Each of these techniques has strengths and weaknesses depending on sample geometry and length scale, mechanical properties, and skill of the user. In many industry applications, techniques may also be blindly applied according to a standard procedure without optimization for a specific sample. This can pose challenges for correct characterization of novel materials, and some techniques are more robust to agnostic application than others. A relative assessment of dynamic mechanical techniques is important when considering the appropriate technique to use to characterize a material. It also has bearing on organizations with limited resources that must strategically select one or two capabilities to meet as broad a set of materials as possible. The purpose of this study was to evaluate the measurement characteristics (e.g., precision and bias) of a selection of six dynamic mechanical test methods on a range of polymeric materials. Such a comprehensive comparison of dynamic mechanical testing methods was not identified in the literature. We also considered other technical characteristics of the techniques that influence their usability and strategic value to a laboratory and introduce a novel use of the House of Quality method to systematically compare measurement techniques. The selected methods spanned a range of length scales, frequency ranges, and prevalence of use. DMA, rheology, and oscillatory loading using a servohydraulic tensile tester were evaluated as traditional bulk techniques. Determination of complex modulus by beam vibration was also considered as a bulk technique. At a small length scale, both an oscillatory nanoindentation method and AFM were evaluated. Each method was employed to evaluate samples of polycarbonate, polypropylene, amorphous PET, and semi-crystalline PET. A measurement systems analysis (MSA) based on the ANOVA methods outlined in ASTM E2782 was conducted using storage modulus data obtained at 1 Hz. Additional correlations over a range of frequencies were tested between rheology/DMA and the remaining methods. Note that no attempts were made to optimize data collection for the test specimens. Rather, typical test methods were applied in order to simulate the type of results that would be expected in typical industrial characterization of materials. Data indicated low levels of repeatability error (<5%) for DMA, rheology, and nanoindentation. Biases were material dependent, indicating nonlinearity in the measurement systems. Nanoindentation and AFM results differed from the other techniques for PET samples, where anisotropy is believed to have affected in-plane versus out-of-plane measurements. Tensile-tester based results were generally poor and were determined to be related to the controllability of the actuator relative to the size of test specimens. The vibrations-based test method showed good agreement with time-temperature superposition determined properties from DMA. This result is particularly interesting since the vibrations technique directly accesses higher frequency responses and does not rely on time-temperature superposition, which is not suitable for all materials. MSA results were subsequently evaluated along with other technical attributes of the instruments using the House of Quality method. Technical attributes were weighted against a set of “user demands” that reflect the qualitative expectations often placed on measurement systems. Based on this analysis, we determined that DMA and rheology provide the broadest capability while remaining robust and easy to use. Other techniques, such as nanoindentation and vibrations, have unique qualities that fulfill niche applications where DMA and rheology are not suitable. This analysis provides an industry-relevant evaluation of measurement techniques and demonstrates a framework for evaluating the capabilities of analytical equipment relative to organizational needs.
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Ping Li and Jianjun Zhang. "Research on dynamic capability dimensions based on organization evolution view." In 2011 2nd International Conference on Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC). IEEE, 2011. http://dx.doi.org/10.1109/aimsec.2011.6009826.

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Feng, Yanghe, Honglan Huang, Guangquan Cheng, et al. "An Optimization Model to Evaluate Dynamic Assignment Capability of Agile Organization." In 2018 4th International Conference on Big Data and Information Analytics (BigDIA). IEEE, 2018. http://dx.doi.org/10.1109/bigdia.2018.8632798.

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Niemi, Erkka, and Sami Laine. "Competence Management as a Dynamic Capability: A Strategic Enterprise System for a Knowledge-Intensive Project Organization." In 2016 49th Hawaii International Conference on System Sciences (HICSS). IEEE, 2016. http://dx.doi.org/10.1109/hicss.2016.528.

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