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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 (April 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 (August 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 (February 4, 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 (September 1, 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 (October 8, 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 (December 1, 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 (September 7, 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 (December 30, 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 (December 30, 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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Aziz, Atif, Ramsha Zaki, and Syed Ehsan Ullah. "The Impact of Dynamic Capabilities and Information System on Organizational Effectiveness in Cellular Communication Companies in Jordon: Mediating Role of Organizational Ambidexterity." IJIIS: International Journal of Informatics and Information Systems 3, no. 2 (September 30, 2020): 81–93. http://dx.doi.org/10.47738/ijiis.v3i2.68.
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The goal of the ongoing research is to examine the impact of dynamic capabilities such as exploitation capability, exploration capability and information system on the organizational effectiveness of cellular communication firms in Jordan. The examination of the mediating role of organizational ambidexterity among the nexus of dynamic capabilities such as exploitation capability and exploration capability and organizational effectiveness is also included in the goals of the ongoing research. The quantitative method of data gathering has been utilized by the researchers to collect the data from the employees of the cellular communication firms currently operating in Jordan while AMOS has been used for the purpose of analysis. The results exposed that the positive nexus has been found among the nexus of dynamic capabilities, organizational ambidexterity, and organizational effectiveness. The results also revealed that the organizational ambidexterity has positive mediating among the links of dynamic capabilities such as exploitation capability and exploration capability on organizational effectiveness. These findings are suitable for the regulation developing authorities that they should develop and implement the effective regulation related to the dynamic capabilities and organizational ambidexterity that enhance the organizational effectiveness of the firm.
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Chung, Jee Yong, and Woojin Yoon. "Social Facets of Knowledge Creation: The Validation of Knowledge Assets." Social Behavior and Personality: an international journal 43, no. 5 (June 13, 2015): 815–27. http://dx.doi.org/10.2224/sbp.2015.43.5.815.
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In this study we discussed the construct validity of knowledge asset measurement models by focusing on the adequacy of theoretical content. The importance of an organization's role as a social community in creating knowledge assets has not been adequately addressed in existing organizational knowledge asset measurement models. This social aspect of an organization manifests itself in the knowledge conversion process through which various knowledge inputs are transformed into organizational knowledge assets. We suggested that, from the organizational learning and dynamic capability perspective, the construct of knowledge assets should cover the organization's learning capability, accumulated through social interaction within and outside the organizational boundary. In our proposed model, social capital provides an infrastructure for knowledge creation, and learning capability measured knowledge creation and exchange activities. Indicators of social capital and learning capability are suggested, and implications and limitations of this study are discussed.
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Sune, Albert, and Jenny Gibb. "Dynamic capabilities as patterns of organizational change." Journal of Organizational Change Management 28, no. 2 (April 13, 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 engaged in between 2007 and 2012, which was considered the most turbulent period in aviation history. The authors followed the grounded theory approach to induce a strategic capability pattern model from secondary data. Findings – The authors identify a capability pattern with four dynamic capabilities: adding, transferring, integrating and shedding; and two higher-order capabilities: goal development and change orchestration. The authors show how the higher-order capability processes are performed by two levels of decision makers, where one creates a goal-directed path, and the other performs a central role in orchestrating change. Originality/value – Using the teleological approach the authors identify how top management orchestrate change arising from the dynamic capability process outcomes in a top-down and bottom-up manner. As such the authors show how the role of management becomes fundamental in adjusting the capabilities required to meet the goals set, particularly in times of heightened internal and external environmental turbulence. The authors also emphasize the importance of providing bottom-up advice to goal directors.
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Peris-Ortiz, Marta, Carlos Alberto Devece-Carañana, and Antonio Navarro-Garcia. "Organizational learning capability and open innovation." Management Decision 56, no. 6 (June 11, 2018): 1217–31. http://dx.doi.org/10.1108/md-02-2017-0173.
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PurposeThe purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.Design/methodology/approachAt the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.FindingsFsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.Research limitations/implicationsThe nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.Originality/valueScarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.
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Malyshev, O. V., V. G. Kalmykov, and I. V. Lysytskyi. "Maintenance accounting and usage of organizational capabilities." Mathematical machines and systems 3 (2020): 134–45. http://dx.doi.org/10.34121/1028-9763-2020-3-134-145.
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One approach to improving an organization’s activities is an approach aimed at regulating its capabili-ties. This approach is applied in many fields of activity, but most extensively and consistently in the defense sphere of developed countries, NATO, and recently in Ukraine. The scale and complexity of the tasks that need to be addressed within the capability-based approach make it necessary to support these activities with appropriate tools. In this paper, we propose a conceptual model of accounting and use of capabilities. This model, the principal feature of which is the distinction between nominal and actual activity plans, has two components: static and dynamic. The static component of the model is a set of entities, relationships between them, as well as attributes of entities and relationships between entities. The main entities are capability and carrier of capability. There are nominal carriers of capabilities (exist only on paper) and actual carriers (instances of nominal carrier, for which, at a minimum, the coordi-nates of their location can be specified). The division into types, as well as the use of metamodels for describing capabilities and carriers of capabilities are supposed. The requirements to both the capability and the carrier of the capability can be advanced. Both actual carriers of capabilities as a whole and their (actual) capabilities are subject to assessment. Dynamic component of the model – the activity support-ed by the model – breaks up into accounting and use of capabilities. The model is supplemented by a component that allows to record the requirements and assessments of the capability carrier with distri-bution to various components of its resource (DOTMLPF-distribution). The proposed model can be used as the basis for creating the appropriate information technology.
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Zhou, Steven S., Abby J. Zhou, Junzheng Feng, and Shisong Jiang. "Dynamic capabilities and organizational performance: The mediating role of innovation." Journal of Management & Organization 25, no. 5 (April 17, 2017): 731–47. http://dx.doi.org/10.1017/jmo.2017.20.
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AbstractHow firms’ dynamic capabilities lead to their competitive advantage and improved firm performance has been a core issue and full of debates. In this research, we theorize that dynamic capabilities, which could be defined by three distinct dimensions (sensing capability, integration capability, and reconfiguration capability), facilitate different types of innovation that in turn improve firm performance. Based on a sample of 204 Chinese firms, results from partial least squares structural equation modeling analyses generally support our arguments despite some nuanced differences existing among different dimensions of dynamic capabilities. This study contributes to dynamic capabilities literature by reducing the scarcity of empirical research and by uncovering the mechanisms through which dynamic capabilities influence firm performance.
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Dykes, Bernadine J., Margaret Hughes-Morgan, Kalin D. Kolev, and Walter J. Ferrier. "Organizational speed as a dynamic capability: Toward a holistic perspective." Strategic Organization 17, no. 2 (October 7, 2018): 266–78. http://dx.doi.org/10.1177/1476127018804249.
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Ma, Zhenzhong, Lei Xiao, and Jielin Yin. "Toward a dynamic model of organizational resilience." Nankai Business Review International 9, no. 3 (August 6, 2018): 246–63. http://dx.doi.org/10.1108/nbri-07-2017-0041.
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Purpose This study aims to examine contemporary research on organizational resilience and then propose an integrated dynamic model to study organizational resilience with a more inclusive concept and future research agenda developed. Design/methodology/approach This conceptual paper uses the literature review method to analyze and categorize current research on organizational resilience, and then based on the analysis of existing organizational resilience studies, this paper proposes an integrated model for a more inclusive and integrated concept of organizational resilience with refined future research directions. Findings A thorough analysis of current organizational resilience research shows that existing studies on organizational resilience have largely focused on isolated dimensions by treating organizational resilience as a state rather than a dynamic capability. This paper proposes that an integrated concept of organizational resilience consists of three dimensions including cognitive, behavioral and contextual resilience, and this dynamic capability should be examined from three different levels, including individual, group and organizational levels to better conceptualize organizational resilience and for better applicability in management practice. Originality/value The past decades have seen increasing interests in organizational resilience both from academic scholars and from management practitioners. However, research on this emerging field remains fragmented, and there is little consensus on the conceptualization of organizational resilience. This study contributes to the literature by thoroughly examining current research on organizational resilience and proposes an integrated dynamic model to study organizational resilience.
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Peng, Michael Yao-Ping, and Ku-Ho Lin. "Impact of Ambidexterity and Environmental Dynamism on Dynamic Capability Development Trade-Offs." Sustainability 11, no. 8 (April 18, 2019): 2334. http://dx.doi.org/10.3390/su11082334.
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Based on the dynamic capabilities view, this study first examines whether the co-existence of explorative and exploitative capabilities can directly cause organizational tensions. In addition, this study employs the combination of these two capabilities to examine how organizational ambidexterity affects organizational tensions. The research subjects consisted of high-tech firms in Taiwan developing new, high-tech products, and a total of 154 valid questionnaires were returned from these. A hierarchical multiple regression model was used for hypotheses testing. Our findings show that explorative capability is not statistically significant, but that exploitative capability significantly and positively influences organizational tensions. This study provides support for the strong moderating effect of environmental dynamism on the relationship between organizational ambidexterity and organizational tensions.
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Wang, Haijun, and Junzhen Feng. "Influences of dynamic capability on breakthrough innovation." Chinese Management Studies 14, no. 3 (December 9, 2019): 565–86. http://dx.doi.org/10.1108/cms-03-2019-0099.
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Purpose The purpose of this paper is to focus on the influences of dynamic capability on breakthrough innovation and explores the essential mechanisms related to such influence. The impact of breakthrough innovation on organizational performance is also examined in conjunction with the manufacturing industry samples in China. Design/methodology/approach This paper follows an empirical design. Data are collected from a survey administered to manufacturing samples in China. Regression analysis is used to test the hypothesis. Findings Results show that the positive impact of breakthrough innovation on organization performance is verified. Technological breakthrough innovation affects both the organization’s financial performance and growth performance in a linear and positive way, while market breakthrough innovation affects organization performance positively with marginal increments. Research limitations/implications This paper uses data of manufacturing industry of China, hence, an extended survey in depth and width is worthy of future investigation. In addition, more unique predisposing factors on breakthrough innovation should be considered in the context of China. Practical implications The research enriches the understanding of how the dynamic capability affects the enterprise’s breakthrough innovation, which helps entrepreneurs understand how to strategize to build dynamic capability during breakthrough innovation decisions and implementations. Originality/value Dynamic capability is uniquely viewed as a multi-dimensional concept from a perspective of modularity, while breakthrough innovation is composed of two constructs. It not only enriches the understanding of how dynamic capability affects breakthrough innovation but also discovers the non-linear impact of breakthrough innovation on enterprise’s organizational performance in the context of China’s manufacturing industry.
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Mutinda, Nicodemus M., and James M. Kilika. "TMT Cognitive Capability and Organizational Outcomes: A Theoretical Review." International Business Research 12, no. 8 (July 18, 2019): 31. http://dx.doi.org/10.5539/ibr.v12n8p31.
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Extant strategic management literature has followed two divergent paradigms. One is based on the tenets of industrial organization theory and argues that strategic decision making and action is purely a chance affair because the industry environment determines whether an organizational will survive or not and that the decisions and actions of the organizational players have no role at all. The second paradigm is based on the Resources Based View (RBV) and argues that organizational strategic choice and action is purely a resources, capability and competence deployment affair. Even though recent scholarship in strategic management has attempted to integrate the two paradigms to explain organizational strategic decision making and outcome, it is however yet to put forward a theoretical model explaining how the two paradigms integrate. In this paper, the authors bring on board a managerial cognitive capability perspective to play the role of a catalyst that blends the two paradigms together in explaining organizational outcomes. The paper reviews extant conceptual, theoretical and empirical literature and builds a case for a theoretical model linking TMT cognitive capability and organizational outcomes in the context of both industry environment dynamics and internal organization dynamics. The study identifies key organization outcomes resulting from the deployment of TMT cognitive capability as strategic choice, strategic flexibility and organizational performance while the key contextual factor that condition the outcomes include industry velocity and organizational characteristics. Based on the postulates of several underpinning theories, the paper identifies a phenomenon arising from deployment of TMT Cognitive Capability in the context of dynamic business environments and proposes a theoretical model that raises several implications for future empirical work.
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Lau, Theresa, Thomas W. Y. Man, and Ida Chow. "Organizational Capabilities and Performance of SMEs in Dynamic and Stable Environments." International Journal of Entrepreneurship and Innovation 5, no. 4 (November 2004): 221–29. http://dx.doi.org/10.5367/0000000042378105.
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This study examines the correlation between the organizational capabilities and firm performance of SMEs in both dynamic and stable environments in Hong Kong. Organizational capabilities are measured in terms of innovative ability, quality-enhancing capability, cost-reduction capability and ‘organicity’. Organizational capabilities are hypothesized to correlate positively with firm performance and to be moderated by environmental dynamism. A sample of 71 SMEs was drawn from the chemical and computer industries, which represent stable and dynamic industrial environments respectively. The findings suggest that organizational capabilities can significantly explain the level of SME performance and the impacts of environmental dynamism on these relationships.
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Lin, Chinho, and Hua-Ling Tsai. "Achieving a firm’s competitive advantage through dynamic capability." Baltic Journal of Management 11, no. 3 (July 4, 2016): 260–85. http://dx.doi.org/10.1108/bjm-11-2015-0224.
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Purpose – The purpose of this paper is to propose a quantitative model to help managers diagnose what dynamic capabilities a firm needs to address the demands of a rapidly changing environment. Design/methodology/approach – A two-firm model based on the VRIO framework is built using quantitative techniques to assist top management in formulating and implementing strategies regarding when and how to develop a firm’s dynamic capabilities for achieving a competitive advantage. This model is developed by considering both internal and external competences, with the former measured by the features of the organizational capabilities of the focal firm and latter evaluated by comparing the relative utilities of the dynamic capabilities of the two competing firms. Findings – Three resource allocation strategies are introduced to guide a firm to leverage dynamic capability that generates strong organizational performance. The first two strategies are, respectively, synergy oriented, focussing on acquiring various knowledge or experiences of a capability, and uniqueness oriented, emphasizing the depth of knowledge and technology of the capabilities. The third one is a hybrid of the first two strategies. Originality/value – The proposed model is useful to help top management determine how and when to renew, bundle, and leverage resources and capabilities in a dynamic environment. It enables decision makers to detect changes in the competitive environment and take corrective action in a timely and appropriate manner.
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Gonzalez, Rodrigo Valio Dominguez, and Tatiana Massaroli Melo. "Linkage between dynamics capability and knowledge management factors." Management Decision 55, no. 10 (November 20, 2017): 2256–76. http://dx.doi.org/10.1108/md-03-2017-0180.
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Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.
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Junaid, Muhammad Rizwan. "Re-Thinking Neuroticism: Organizational Learning to Learning Organization (Dynamic Capability Development)." Organization Theory Review 1, no. 1 (2018): 27–40. http://dx.doi.org/10.29145/otr/11/010104.
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Junaid, Muhammad Rizwan. "Re-Thinking Neuroticism: Organizational Learning to Learning Organization (Dynamic Capability Development)." Organization Theory Review 1, no. 1 (2017): 27–40. http://dx.doi.org/10.32350/otr.0101.04.
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In many personal psychological studies, neuroticism has been taken as one of the integral elements along with other. However, we do not find any such study where neuroticism is focused in its very individual capacity as an influential mode of human attitude. The core perspective of this research initiative is to look into different objective facets of neuroticism within the close proximity of an organization that is established within a society for the sole purpose to facilitate human beings with respect to multi-dimensional needs. The theoretical framework established in the very beginning and served as a benchmark to regress all the corresponding sections to prove influence of neuroticism on human cognition that impacts individual learning cycle.
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Liao, Jianwen (Jon), Jill R. Kickul, and Hao Ma. "Organizational Dynamic Capability and Innovation: An Empirical Examination of Internet Firms." Journal of Small Business Management 47, no. 3 (July 2009): 263–86. http://dx.doi.org/10.1111/j.1540-627x.2009.00271.x.
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Andreeva, Tatiana, and Paavo Ritala. "What are the sources of capability dynamism? Reconceptualizing dynamic capabilities from the perspective of organizational change." Baltic Journal of Management 11, no. 3 (July 4, 2016): 238–59. http://dx.doi.org/10.1108/bjm-02-2015-0049.
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Purpose – The concept of dynamic capabilities emerged from strategic management theory, the aim being to determine how organizations can achieve and sustain competitive advantage in a continuously changing environment. It is widely accepted in the literature that this concept, although extremely popular and potentially powerful, still needs clarification and elaboration. The main criticisms are centered on the lack of understanding of where these capabilities originate and how their dynamism can be sustained in the long run. The purpose of this paper is to bring some novel insights into these issues in bridging the theories of strategic management and change management. Design/methodology/approach – This paper is based on extensive literature review and bridges dynamic capabilities and change management literatures. Findings – The paper proposes a distinction between domain-specific and generic dynamic capabilities and puts forward the concept of “organizational change capability” as representing a generic dynamic capability. The nature of such capability is discussed using the insights from organizational change theory. Originality/value – This paper provides a novel way to examine the sources of capability dynamism both conceptually and empirically by integrating insights from organizational change and dynamic capabilities literatures.
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Dogan, Derya, Halit Keskin, and Ali E. Akgun. "Organizational Aesthetic Capability and Firm Product and Process Innovativeness." International Business Research 9, no. 7 (June 8, 2016): 124. http://dx.doi.org/10.5539/ibr.v9n7p124.
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<p>Taking into consideration the popularity of organizational aesthetics in organizational behavior literature, and adapting dynamic capabilities perspective, we suggest that organizational aesthetic capability is an important competence that enables organizations to cope with the environmental uncertainty. Nonetheless, organizational aesthetic capability is rarely addressed in the technology and innovation management literature. Specifically, we know little about what organizational aesthetic capability is, its ingredients and benefits, and how it works in innovation context. Addressing this particular gap in the literature, this study contributes in two ways. First, we conceptualize organizational aesthetic capability and its sub-dimensions that are alert imagination, to act and defer, awareness of dissonance, analyzing past actions, prefiguring future trajectories, preserve existing modes of operation, willingness to change direction, recognizing symbols in use, and awareness of language. Second, the theoretical framework we proposed highlights the effects of organizational aesthetic capability on product and process innovativeness.</p>
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Wang, Yun, Michel Rod, Shaobo Ji, and Qi Deng. "Social media capability in B2B marketing: toward a definition and a research model." Journal of Business & Industrial Marketing 32, no. 8 (October 2, 2017): 1125–35. http://dx.doi.org/10.1108/jbim-10-2016-0250.
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Purpose The purpose of this study is to explore organizational social media capability in business-to-business (B2B) marketing, by focusing on what social media capability is in a B2B marketing context and how it is developed in firms engaged in B2B marketing. Design/methodology/approach This is a thematic literature review, drawing on both B2B marketing and Information Systems literature. In total, 112 academic articles from nine journals were identified and analyzed. The findings were synthesized and compiled to provide answers to the predefined research questions. Findings The results suggest that organizational social media capability is dependent on a deep understanding of a firm’s technological capability, i.e. recognizing the key features and categories of social media and dynamically upgrading the recognition in response to the environmental change. A four-level Social Media Capability Maturity Model (technological, operational, managed and strategic level) that collectively transfers social media’s technological capability to dynamic organizational capability is proposed. Originality/value This study contributes to an understanding of the use of social media in the context of B2B marketing from an organizational dynamic capability perspective. The model is particularly relevant to organizations that have adopted or plan to adopt a B2B social media strategy and is relevant for B2B researchers who are interested in social media research.
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Oliveira, Gibson Meira, and Anielson Barbosa da Silva. "COMO A APRENDIZAGEM INTERORGANIZACIONAL E AS CAPACIDADES GERENCIAIS DINÂMICAS PODEM MELHORAR O DESEMPENHO DE CLUSTERS?" Revista Eletrônica de Estratégia & Negócios 13, no. 1 (July 7, 2020): 145. http://dx.doi.org/10.19177/reen.v13e12020145-168.
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This paper aims to discuss how inter-organizational learning and dynamic managerial capability can improve cluster performance. It proposes a theoretical framework that can contribute to the clustering process by considering a new lens for understanding the relationship between dynamic managerial capability and the mechanisms of learning hitherto not explored at an inter-organizational level. The framework proposed aiming to explain and improve the competitiveness of firms and representing a new way of viewing these theories and understanding how they can work together at an inter-organizational level of analysis.
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Acosta-Prado, Julio César. "Relationship between Organizational Climate and Innovation Capability in New Technology-Based Firms." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 2 (April 24, 2020): 28. http://dx.doi.org/10.3390/joitmc6020028.
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Successfully developing a new product, service, or production process for commercial purposes involves complex and dynamic changes, and therefore requires an organizational climate that fosters innovation. In this sense, the means by which knowledge is created and exploited in the firm constitute its key competence and the source of its innovation capabilities. The research objective was to establish the relationship between organizational climate and innovation capability. The sample consisted of 102 Colombian new technology-based firms. Partial least squares structural equation modeling (PLS-SEM) and PLSpredict were used for the statistical analysis. The results indicate that the organizational climate positively and directly influences the innovation capability (organizational ambidexterity, exploration, and exploitation). The findings obtained will help firms, especially those that require a lot of knowledge and carry out their activities in dynamic environments, to understand how organizational climate influences innovation capability, which is understood through the dimensions of exploration, exploitation, and organizational ambidexterity. This will provide new technology-based firms with a higher capacity to adapt to the conditions of uncertainty and complexity of the environment.
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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 (February 19, 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 turbulence, deliberate learning is subject to routine disruptions through entrepreneurial activities, and these organizational routines and activities are determined by organizational schema. Organizational schema itself is updated as a result of managers’ ongoing interpretation of the organization’s fit with the environment. The study findings contribute to the organizational studies and management literature by highlighting the role of managerial cognition into the microfoundation of dynamic capabilities. Originality/value The results demonstrate managerial cognition, and organizational schema in particular, as a microfoundation of dynamic capability.
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Petricevic, Olga, and Alain Verbeke. "Unbundling dynamic capabilities for inter-organizational collaboration." Cross Cultural & Strategic Management 26, no. 3 (October 22, 2019): 422–48. http://dx.doi.org/10.1108/ccsm-02-2019-0044.
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Purpose The purpose of this paper is to explore two distinct subsets of dynamic capabilities that need to be deployed when pursuing innovation through inter-organizational activities, respectively, in the contexts of broad networks and specific alliances. The authors draw distinctions and explore potential interdependencies between these two dynamic capability reservoirs, by integrating concepts from the theoretical perspectives they are derived from, but which have until now largely ignored each other – the social network perspective and the dynamic capabilities view. Design/methodology/approach The authors investigate nanotechnology-driven R&D activities in the 1995–2005 period for 76 publicly traded firms in the electronics and electrical equipment industry and in the chemicals and pharmaceuticals industry, that applied for 580 nanotechnology-related patents and engaged in 2,459 alliances during the observation period. The authors used zero-truncated Poisson regression as the estimation method. Findings The findings support conceptualizing dynamic capabilities as four distinct subsets, deployed for sensing or seizing purposes, and across the two different inter-organizational contexts. The findings also suggest potential synergies between these subsets of dynamic capabilities, with two subsets being more macro-oriented (i.e. sensing and seizing opportunities within networks) and the two other ones more micro-oriented (i.e. sensing and seizing opportunities within specific alliances). Practical implications The authors show that firms differ in their subsets of dynamic capabilities for pursuing different types of inter-organizational, boundary-spanning relationships (such as alliances vs broader network relationships), which ultimately affects their innovation performance. Originality/value The authors contribute to the growing body of work on dynamic capabilities and firm-specific advantages by unbundling the dynamic capability subsets, and investigating their complex interdependencies for managing different types of inter-organizational linkages. The main new insight is that the “linear model” of generating more innovations through higher inter-firm collaboration in an emerging field paints an erroneous picture of how high innovation performance is actually achieved.
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Roy, Kaushik. "Dynamic Capability as the Epistemology of an Organization: A Social Venture Context." Journal of Human Values 26, no. 2 (December 11, 2019): 167–76. http://dx.doi.org/10.1177/0971685819883741.
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In this article, I view the dynamic capabilities of a social venture by examining organizational spaces through the means of qualitative engagement. Through the explication of one such organizational space, the WCB Bank, dynamic capability is understood as inhering in the purpose, the constructed memory and selves of human actors in the organization, and the collective endeavours that make the organization through deliberative processes. Such a view of organizations, while transcending the nuance of resources, provides an idea of capability as emerging from the varied meanings that human actors make in organizations. An understanding of these meanings leads to comprehending dynamic capabilities as epistemological elements which lead to accessing the knowledge of the organization for the moment.
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Souza, Ana Augusta Almeida, Marlon Fernandes Rodrigues Alves, Nayele Macini, Luciana Oranges Cezarino, and Lara Bartocci Liboni. "Resilience for sustainability as an eco-capability." International Journal of Climate Change Strategies and Management 9, no. 5 (October 2, 2017): 581–99. http://dx.doi.org/10.1108/ijccsm-09-2016-0144.
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Purpose This paper aims to identify the dynamic capabilities that foster organizational resilience towards sustainability. Design/methodology/approach The study is a qualitative multi-case study with Brazilian manufacturers of different industries that provides an in-depth exploration of underlying dimensions towards resilience for sustainability. Findings The results indicate that to develop organizational resilience towards sustainability, both in theory and in practical terms, the actions required are long-term plans, regular meetings, benchmarking, communication between areas and distinct hierarchies, partnerships and eco-efficient actions. Regarding human aspects, the leader’s behaviour and shared culture are the means to encourage, educate and exemplify sustainability for all in the organization. Research limitations/implications The study has limitations in the form of a small sample size. The implications indicate a relationship between resilience and dynamic capability for sustainability. In other words, resilience develops organizational, human and technological capabilities for sustainability. Such results can improve the organizational strategy construction methods towards sustainability development. Practical implications The study has two practical implications for companies to continue working for sustainability. The first practical implication is the need to work the processes that are aimed at the exchange of information both internally and externally to the organization. It has been seen in managers’ speeches that creating ways to listen to employee suggestions could make important resource-saving discoveries and release waste. Another important source of information for improvement of operations is to listen to civil associations and industry and non-governmental organizations, as well as participate in events, lectures and discussion forums. The second practical implication is the need to work with the human side of the organization; sustainability needs to be a part of the worker’s daily life, and it needs to become common to them of the need to reflect on how to improve sustainability of processes for which they are responsible. To achieve this goal, companies need to work the pillar of cohesion resilience, emphasizing the behaviour of leaders (role models) and organizational culture. Social implications The comparative case analysis shows some practices that are able to induce good environment and provide social and organizational benefits, namely, long-term plans, regular meetings, benchmarking, communication between areas and distinct hierarchies, partnerships, eco-efficient actions, behaviour of leaders and shared culture among members of the organization. These practices are the means to encourage, educate and exemplify sustainability for all in the organization. Originality/value The originality of this paper is to bring together two streams of the literature, namely, resilience and dynamic capabilities, in the context of sustainability. Drawing on this approach, the study provides a new conceptual model with empirical evidence of key aspects of resilience for sustainability as an eco-capability.
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Prasad, Acklesh, and Peter Green. "Organizational Competencies and Dynamic Accounting Information System Capability: Impact on AIS Processes and Firm Performance." Journal of Information Systems 29, no. 3 (April 1, 2015): 123–49. http://dx.doi.org/10.2308/isys-51127.
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ABSTRACT Accounting information systems (AIS) capture and process accounting data and provide valuable information for decision makers. However, in a rapidly changing environment, continual management of the AIS is necessary for organizations to optimize performance outcomes. We suggest that building a dynamic AIS capability enables accounting process and organizational performance. Using the dynamic capabilities framework (Teece 2007) we propose that a dynamic AIS capability can be developed through the synergy of three competencies: having (1) a flexible AIS, (2) a complementary business intelligence system, and (3) accounting professionals with IT technical competency. Using survey data, we find evidence of a positive association between a dynamic AIS capability, accounting process performance, and overall firm performance. The results suggest that developing a dynamic AIS resource can add value to an organization. This study provides guidance for organizations looking to leverage the performance outcomes of their AIS environment.
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Harguem, Saida. "A Conceptual Framework on IT Governance Impact on Organizational Performance: A Dynamic Capability Perspective." Academic Journal of Interdisciplinary Studies 10, no. 1 (January 17, 2021): 136. http://dx.doi.org/10.36941/ajis-2021-0012.
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Recent years have seen substantial growth in Information Technology Governance (ITG) research. However, the influence of ITG on organizational performance has been less covered and very little theorized. To address this gap, the purpose of this paper is to build a conceptual framework to provide a better understanding of ITG contribution to organizational performance. Based on an extensive literature review on ITG and guided by the dynamic capabilities perspective, the proposed conceptual framework analyses the ITG – Organizational Performance relationship through the lenses of the dynamic capability perspective and generate a set of five research propositions. The proposed framework suggests that the effectiveness of ITG mechanisms (structures, processes, and relational mechanisms), contribute to the development of a dynamic ITG competence which has an impact on the development of IT management capabilities and their evolution. Moreover, the proposed conceptual framework suggests that ITG is more likely to lead to better organizational performance when IT management capabilities are developed in line with business strategy.
Received: 30 August 2020 / Accepted: 28 November 2020/ Published: 17 January 2021
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Sen, Sanjoy, Julia Kotlarsky, and Pawan Budhwar. "Extending Organizational Boundaries Through Outsourcing: Toward a Dynamic Risk-Management Capability Framework." Academy of Management Perspectives 34, no. 1 (February 2020): 97–113. http://dx.doi.org/10.5465/amp.2015.0191.
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Hung, Richard Yu Yuan, Baiyin Yang, Bella Ya-Hui Lien, Gary N. McLean, and Yu-Ming Kuo. "Dynamic capability: Impact of process alignment and organizational learning culture on performance." Journal of World Business 45, no. 3 (July 2010): 285–94. http://dx.doi.org/10.1016/j.jwb.2009.09.003.
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Li, Eric. ""Deliberate Learning, Dynamic Capability and Organizational Schema: A Case Study of Kodak"." Academy of Management Proceedings 2015, no. 1 (January 2015): 14715. http://dx.doi.org/10.5465/ambpp.2015.14715abstract.
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Pérez de Armas, Marle, Gilberto Hernández Pérez, Idania Caballero Torres, and Miriam Filgueiras Sainz de Rozas. "The organizational learning dynamic capability model: experience of the biotechnology in Cuba." Investigación & Desarrollo 24, no. 1 (January 15, 2016): 65–117. http://dx.doi.org/10.14482/indes.24.1.8686.
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Saroso, Hardijanto. "A Conceptual Framework in Building Dynamic Capabilities in Highly Competitive Industry." Advanced Science Letters 21, no. 4 (April 1, 2015): 800–804. http://dx.doi.org/10.1166/asl.2015.5882.
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In highly competitive industry, as such in Indonesian Television Industry, the companies should have the ability to respond the competition, in a very narrow window time. Dynamic Capability concept from David Teece, Gary Pisano, and Amy Shuen is in an excellent concept in addressing this situation and became the central of thought in building organization capability to face the competition. Dynamic capabilities took a significant attention from researcher and continue to draw more new concepts and theories. However based on Jeffrey T Macher and David C Mowery, only few researchers focused to the organizational process in developing this capability inside the organizations. Organizational capabilities are built from organizational routines, structures, and processes. It also requires resources, which are available through internal development or acquisition, and lead by a manager or entrepreneurial leader that improve existing routine or create the new ones. The dynamic market forces the organization to explore and exploit the internal and external resources to reach a level of innovation and win the competition. An entrepreneur leader has a high potential to initiate exploitation of internal resources and exploration of external resources, as well as proactively initiate strategic and innovative steps, manage risk, in order to optimize the organization capability and gain competitive advantage. This paper intended to explore a conceptual framework to develop dynamic capabilities in the organization and bring Indonesian Television Industry into the discussion of industrial dynamic competition.
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Raasch, Michele, Elvis Silveira-Martins, Vilmar Antônio Gonçalves Tondolo, and Gilnei Luiz de Moura. "Productive dynamic capability, environmental uncertainty, and organizational performance: an analysis of micro and small-sized agroindustries in Southern Brazil." Revista de Administração da UFSM 13, no. 5 (November 28, 2020): 1068–72. http://dx.doi.org/10.5902/1983465941355.
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Purpose: The purpose of this research was to correlate the constructs of productive dynamic capability and organizational performance mediated by environmental uncertainty in micro and small agroindustries of Brazilian states such as the Rio Grande do Sul, Santa Catarina, and Paraná.Methodology: In order to reach the expected aim, quantitative research using the survey technique was developed. The sample that was used consisting of 138 small and micro-sized of southern Brazilian agroindustries. It was performed confirmatory factor analysis and structural equation modeling for the data analysis. In order to analyze the mediation, the two dimensions of environmental uncertainty, complexity, and dynamism were analyzed each one isolated.Findings: The outcomes show a positive correlation between productive dynamic capability and performance in rural agroindustries. The mediation of both complexity and dynamism presented a positive statistical significance, that is the environmental uncertainty mediated the relationship. This study suggests that the agroindustries productive dynamic capability contributes to its performance, and the perception of environmental uncertainty influences this relation.Originality/Value: The study contributes to the dynamic capabilities’ theory, advancing and providing new empirical evidence to the investigations on dynamic capabilities, specifically on productive dynamic capability, when relating the performance construct in micro and small agroindustries. It also contributes to the environmental uncertainty field through its mediating effect on the relation between productive dynamic capability and organizational performance.
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Afifah, Nur, and Ilzar Daud. "Configuration of Organizational Capability to Enhancing Service Performance and Impact on Sustainable Local Enterprise Water Services." GATR Journal of Business and Economics Review 4, no. 1 (March 16, 2019): 37–42. http://dx.doi.org/10.35609/jber.2019.4.1(4).
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Objective - Configuration of organizational capability plays a very important role in creating service performance, and superior and sustainable company performance. The purpose of this study is to propose a conceptual to explain the role between configuration of organizational capability to service performance and its impact on sustainable local enterprise water services in West Kalimantan, Indonesia. Methodology/Technique - The data was collected from 100 managers at the local enterprise water service in West Kalimantan Indonesia using a purposive sampling method. The analysis tool used was structural equation modeling partial least square (SEMPLS). Findings - The model in this study was confirmed by the data collected which shows the importance of configuring organizational capability to improve both service performance and sustainability of the local enterprise water services in West Kalimantan. The classification of configuration organizational capability in local enterprise water services includes human capability, information technology capability, system capability, and dynamic capability. Novelty - Most of the previous research focus on western countries. Therefore, this research is novel as it is carried out in the context of developing countries, particularly in local enterprise water services in West Kalimantan, Indonesia. Type of Paper: Empirical. Keywords: RBV; Configuration Organizational Capability; Service Performance; Sustainable Local Enterprise Water Service. JEL Classification: M20, M29. DOI: https://doi.org/10.35609/jber.2019.4.1(4)
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Arifin, Zainal, Firmanszah ., Avanti Fontana, and Setyo Hari Wijayanto. "The Determinant Factors of Technology Adoption for Improving Firm’s Performance: An Empirical Research of Indonesia’s Electricity Company." Gadjah Mada International Journal of Business 18, no. 3 (December 2, 2016): 237. http://dx.doi.org/10.22146/gamaijb.16898.
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This study investigates the determinant factors of technology adoption by connecting Technology Organizational Environment (TOE) with the dynamic capability factors. Using 518 respondents representing 222 business units of Indonesia’s electricity company, the study found that only the absorptive capability has a positively significant effect on technology adoption. Practically, the study emphasizes that without the absorptive capability for managing the resource, the core competence of a firm will not occur and the adoption of technology will be less effective. Another finding is the absorptive capability’s typology mapping the eight technology adoption statuses in an organization, based on three of the determinant factors: the externalities, entrepreneurial leadership and slack resources.
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Tsou, Hung-Tai, and Colin C. J. Cheng. "How to enhance IT B2B service innovation? An integrated view of organizational mechanisms." Journal of Business & Industrial Marketing 33, no. 7 (August 6, 2018): 984–1000. http://dx.doi.org/10.1108/jbim-07-2017-0175.
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PurposeDrawing on the resource-based view, this paper aims to extend prior information technology (IT) B2B service research by building and empirically testing a theoretical model in which organizational agility mediates the relationship between organizational capabilities (IT capability and organizational learning) and service innovation performance, under conditions of entrepreneurial alertness.Design/methodology/approachThe theoretical hypotheses are confirmed by partial least squares analysis of survey responses collected from 170 IT B2B service firms.FindingsThe results reveal that the effect of either IT capability or organizational learning on service innovation performance is fully mediated by organizational agility, and organizational agility has a greater impact on service innovation performance under a high level of entrepreneurial alertness than under a low level.Practical implicationsThe results of this study provide specific managerial guidelines for how to effectively manage organizational mechanisms to enhance IT B2B service innovation performance.Originality/valueThis study contributes to the literature of service innovation, IT B2B (industrial) marketing and dynamic capability by providing theory-driven and empirically proven explanations to help managers better understand the IT capability-service innovation relationship from the perspective of organizational mechanisms (organizational agility, organizational learning and entrepreneurial alertness).
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Turulja, Lejla, and Nijaz Bajgoric. "Information technology, knowledge management and human resource management." VINE Journal of Information and Knowledge Management Systems 48, no. 2 (May 14, 2018): 255–76. http://dx.doi.org/10.1108/vjikms-06-2017-0035.
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Purpose Drawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability, knowledge management (KM) capability and human resource management (HRM) capability on organizational business performance. IT is the driver that changes all aspects of doing business in the digital era, while both knowledge and human resources (HR) are being increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment. Design/methodology/approach The survey methodology was used to collect data. To clarify the relationships between IT capability, KM capability and organizational business performance, the qualitative literature review has been conducted. This review has revealed the three structural models presenting possible interactions between observed constructs. Confirmatory factor analysis has been used for the evaluation of proposed measurement models while structural equation modeling has been used for structural models’ assessments and hypotheses testing. Findings IT capability enhances HRM capability which enhances KM capability. As a result, KM capability together with IT capability enhances organizational business performance. In addition, there is an interaction effect of KM capability and HRM capability on business performance. Research limitations/implications First, the sample is based on the emerging economy firms. Second, the use of a self-rating performance measure may be a limitation of the study. Third, the data are not completely normally distributed. Fourth, specificities of different industries were not the subject of analysis in this paper. This should be considered in the interpretation and understanding of the results. Practical implications From managerial point of view, the paper indicates what managers can do to master their dynamic capabilities, especially those relevant to the business in the digital era. Firms are urged to develop and improve their capabilities to face dynamic environment and intense competition, as well as business globalization. However, to improve certain capability, firms should develop others as well because of their interconnectedness. Originality/value The main academic contribution of this study is reflected through the development of the integrative model which is aimed at identifying the interrelationships among IT, KM, HRM and business performance. The results indicate the importance of observing interconnections between the firms’ various capabilities to verify the premise of the dynamic capability view. This paper identified relationships between most prominent firm’s resources for the digital era: knowledge, HR and IT. The results show causes and effects of relationships between capabilities related to these resources.
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Song, Bomi, and Donghyun Choi. "Dynamic Capability of the Firm as Driver of Green Supply Chain Management Implementation." Sustainability 10, no. 7 (July 19, 2018): 2539. http://dx.doi.org/10.3390/su10072539.
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Eco friendly management has received attention from business as an important competitive source. Thus, an emerging body of studies is interested in the implementation of green supply chain management (GSCM). Previous research in this field has acknowledged the importance of GSCM. However, the capability that enables a firm to successfully adopt GSCM is not well researched. This study empirically examines dynamic capability as an antecedent of GSCM, with the aim of proposing a causal relationship between dynamic capability and GSCM. The result of this study shows that implementing GSCM with dynamic capability enables a firm to achieve successful GSCM practices, and that this in turn leads to enhanced organizational performance.
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Chirico, Francesco, and Carlo Salvato. "Knowledge Integration and Dynamic Organizational Adaptation in Family Firms." Family Business Review 21, no. 2 (June 2008): 169–81. http://dx.doi.org/10.1111/j.1741-6248.2008.00117.x.
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The speed of change in competitive environments has prompted firms to develop processes directed at enabling organizational adaptation. This is captured by the concept of dynamic capabilities. We focus on a particular form of business organization, that is, the family firm. Specifically, we argue that knowledge integration—a dynamic capability through which family members' specialized knowledge is recombined—guides the evolution of capabilities. We present a general framework illustrating factors that affect knowledge integration in family firms. We conclude that only those family firms that are able to effectively integrate individual family members' specialized knowledge will be successful in dynamic markets by changing their capabilities over time.