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Готові списки джерел за темами / Seizing capability / Статті в журналах

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Статті в журналах з теми "Seizing capability"

Автор: Grafiati

Опубліковано: 7 червня 2025

Оновлено: 2 серпня 2025

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1

Hadi, Prasetyo. "Improving Firm Sustainability Through Dynamic Capability: The Mediation Role of Ambidexterity." International Journal of Professional Business Review 8, no. 5 (2023): e01511. http://dx.doi.org/10.26668/businessreview/2023.v8i5.1511.

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Purpose: This study aims to analyze the effect of dynamic capability dimensions on sustainability and ambidexterity. Furthermore, this study also analyzes the mediating role of ambidexterity to influence sensing, seizing and reconfiguring capabilities in building firm sustainability. Theoretical framework: There are inconsistencies in previous research related to the effect of dynamic capability. Some recent literatures emphasize the important role of dynamic capability in increasing company sustainability including Li et al. (2019), Dangelico et al. (2017), Chowdhury & Quaddus, (2021). Ho

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2

Omungu, Flavian, and Stanley Kavale. "Dynamic Capabilities and Performance of Telecommunication Companies in Kenya." International Journal of Research and Innovation in Social Science IX, no. II (2025): 134–49. https://doi.org/10.47772/ijriss.2025.9020012.

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The purpose of the study was to assess the effect of dynamic capabilities on organizational performance of telecommunication firms in Mombasa County. The study specific objectives are to determine the effect of sensing capabilities, innovation, reconfiguration capabilities and integration capability on organizational performance. The study is anchored on organizational learning theory, dynamic capabilities theory, performance maximization theory and resource based view. The target population was 37 network facilities providers in Kenya. The study results showed that sensing capability, seizing

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3

Artika, Siti, Hery Toiba, and Dwi Retno Andriani. "Developing Sustainable Competitive Advantage: The Role of Dynamic Capability and Innovation Performance in Excelsa Coffee Bean Industry." Jurnal Teknik Pertanian Lampung (Journal of Agricultural Engineering) 13, no. 4 (2024): 1410. https://doi.org/10.23960/jtep-l.v13i4.1410-1421.

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This study examines the influence of sensing ability, seizing ability, reconfiguring capability, and innovation performance on sustainable competitive advantage (SCA) of the Excelsa Coffee Bean Processing Industry in Bojonegoro. Data was collected through questionnaires that have been tested for validity and reliability. The data analysis uses Structural Equation Modeling (SEM) with SmartPLS software. The results show that these four variables have a positive and significant influence on SCA. Sensing ability plays a role in detecting market changes, while seizing ability allows companies to ta

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4

Nnamdi, Emohua Obed. "Dynamic Capabilities and Organisational Success of Small Scale Businesses in Nigeria." Open Access Journal of Business and Entrepreneurship 3, no. 2 (2025): 1–18. https://doi.org/10.5281/zenodo.15360341.

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<em>This study examined the relationship between dynamic capabilities sensing, seizing, and resource reconfiguration and the profitability of small-scale businesses in Nigeria. A quantitative approach was adopted, utilising a sample of 189 businesses. The results revealed significant positive correlations between all three dynamic capabilities and profitability, underscoring their importance in achieving organisational success. Sensing capability was shown to enhance market responsiveness and innovation, while seizing capability enabled businesses to effectively mobilise resources to capitalis

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5

Mwanza, Pachalo Mgola, and Javaid Ahmad Dar. "Role of dynamic capabilities in public sector performance: a strategic management perspective." International Journal of Research in Business and Social Science (2147- 4478) 14, no. 4 (2025): 19–31. https://doi.org/10.20525/ijrbs.v14i4.4122.

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This research investigates how dynamic capabilities contribute to improving public sector performance and the degree to which strategic management facilitates their implementation. This research employs Dynamic Capabilities Theory (DCT) to assess the impact of sensing (identifying and interpreting opportunities and threats), seizing (mobilising resources to capitalise on opportunities), and transformation (realigning structures, processes, and assets to adapt to change) on organisational performance. A quantitative, non-experimental correlational research design was utilised, employing structu

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6

Oboreh, Lucky Edafetano, and Ajiri Peter Samuel. "An Analysis of Product Innovation and Competitive Advantage in Selected Plastic Manufacturing Industries in Onitsha, Anambra State, Nigeria." Gusau International Journal of Management and Social Sciences 6, no. 3 (2023): 90–110. http://dx.doi.org/10.57233/gijmss.v6i13.5.

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This study examined product innovation and competitive advantage in selected plastic manufacturing industries in Onitsha. The precise goals of this study are to ascertain the contribution of sensing capability, seizing capability, and transformation capability to the achievement of competitive advantage. The dynamic capability theory underlies this investigation. The study used a descriptive research design for its study. Personnel from four specific Onitsha plastic factories make up the study's population of 168. Taro Yamane’s formula was employed to get a sample size of 120. The study's data

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7

Leemann, Niklaus, Dominik Kanbach, and Stephan Stubner. "Breaking the Paradigm of Sensing, Seizing, and Transforming - Evidence from Axel Springer." Journal of Business Strategies 38, no. 2 (2021): 95–124. http://dx.doi.org/10.54155/jbs.38.2.95-124.

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Dynamic capabilities have typically been conceptualized as sensing, seizing, and transforming. This article explores the interplay of these procedural dimensions employing a longitudinal case study of Axel Springer, a leading media corporation that has exercised dynamic capabilities to convert from a print publisher to an internet company. Insightful evidence is produced from interviews with current and former top managers. The case study shows iterations, overlaps, and interconnections between sensing, seizing, and transforming. Sensing-by-seizing is introduced as a dynamic capability to seiz

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8

Xu, Feng, and Xiaohong Wang. "Transactional leadership and dynamic capabilities: the mediating effect of regulatory focus." Management Decision 57, no. 9 (2019): 2284–306. http://dx.doi.org/10.1108/md-11-2017-1151.

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Purpose The mechanism of leadership’s impact on dynamic capabilities has aroused widespread interest, but few studies focus on transactional leadership, especially empirical research by micro foundations in the R&D departments from collaborative innovation alliances. The purpose of this paper is to investigate how the mechanism of transactional leadership affects dynamic capabilities based on the mediating effect of regulatory focus. Design/methodology/approach In order to better illustrate the role of transactional leadership on dynamic capabilities, the authors introduced regulatory focu

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9

Saunders, Thomas E. "Taxonomy at a crossroads: Communicating value, building capability, and seizing opportunities for the future." Megataxa 1, no. 1 (2020): 63–66. https://doi.org/10.11646/megataxa.1.1.13.

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10

Houessou, Albertine M., Augustin K. N. Aoudji, Gauthier Biaou, and Anne Floquet. "Market opportunities seizing capability and fish farming firm performance: A dynamic managerial capability perspective." Heliyon 9, no. 8 (2023): e19019. http://dx.doi.org/10.1016/j.heliyon.2023.e19019.

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11

Zhang, Chunxia, and Ho-Yeol Bang. "How Does Dynamic Capability Adjust Chinese Firms’ Capabilities to Adapt to Environment Changes?" Korea International Trade Research Institute 19, no. 1 (2023): 103–27. http://dx.doi.org/10.16980/jitc.19.1.202302.103.

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Purpose – In a constantly turbulent industry environment, companies seeking to survive or even maintain a competitive edge should be able to adapt their capabilities to respond to opportunities and challenges wherever and whenever they arise. This study proposes a research model based on previous research and attempts to illustrate the relationship between the frequency of utilization of the three components of dynamic capabilities and innovation capability and how environmental turbulence (i.e., the market, technology, and competitors) moderates the relationship between dynamic capabilities a

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12

Putri, Febianca, Irwansyah, and Monika Pretty Aprilia. "Dynamic capabilities strategy for sustainability development in print media management." E3S Web of Conferences 74 (2018): 08013. http://dx.doi.org/10.1051/e3sconf/20187408013.

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Nowadays, internet and smart phone turn out to be the new challenge for print media industry. This phenomenon seems to keep on going. It is digitalization that challenges print media companies to develop the sustainable economic growth of company. This research analyses the digital media management applied by Femina Group by using dynamic capabilities. The concept of dynamic capabilities is applied in this research as the main strategy to analyse the survival of print media management in digital era. The dynamic capabilities are divided into three, they are: the capability of sensing, seizing

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13

Wahyudi, Septian, and Syafaruddin Z. "Menjelajahi Peran Kemampuan Dinamis dalam Meningkatkan Kebaruan Produk Baru: Fokus pada Sensing, Seizing, dan Resource Reconfiguration." SYNERGY: Jurnal Bisnis dan Manajemen 4, no. 2 (2024): 53–60. https://doi.org/10.52364/synergy.v4i2.52.

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Dynamic capability encompassing sensing, seizing, and reconfiguring, are key to product innovation, especially for Village-Owned Enterprises (BUMDesa) in Indonesia. Nevertheless, the literature on the use of these capabilities in rural business contexts is scarce. This research purpose to find out how these three capabilities are useful for BUMDesa in plugging product novelty. Data collection and analysis had a quantitative approach to demonstrate the impact of each capability. The results suggest that sensing and reconfiguring are key components of product novelty, while the effect of seizing

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14

Yevgen, Bogodistov, Presse André, Krupskyi Oleksandr, and Sardak Sergii. "Gendering dynamic capabilities in micro firms." RAE Revista de Administracao de Empresas 57, no. 3 (2017): 273–82. https://doi.org/10.1590/S0034-759020140407.

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Gender issues are well-researched in the general management literature, particular in studies on new ventures. Unfortunately, gender issues have been largely ignored in the dynamic capabilities literature. We address this gap by analyzing the effects of gender diversity on dynamic capabilities among micro firms. We consider the gender of managers and personnel in 124 Ukrainian tourism micro firms. We examine how a manager’s gender affects the firm’s sensing capacities and investigate how it moderates team gender diversity’s impact on sensing capacities. We also investigate ho

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15

Feranita, Nungky Viana, Andrias Dwimahendrawan, and Nur Aini Mayasiana. "Identification of Dynamic Capability Elements for Women Entrepreneurs Performance Development to Achieve Gender Equality of SDG’s." Journal of Lifestyle and SDGs Review 5, no. 3 (2025): e05448. https://doi.org/10.47172/2965-730x.sdgsreview.v5.n03.pe05448.

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Objective: This research aimed to analyze the adoption of dynamic capability elements to develop business performance in the scope of digitalization. The use of digital technology helps women entrepreneurs to achieve gender equality for Sustainable Development Goals (SDGs). Theoretical Framework: Digital technology is providing opportunities for women entrepreneurs to face changes due to the COVID-19 pandemic. Therefore, women entrepreneurs need to build dynamic capabilities by sensing, seizing, and transforming. Method: A qualitative method is used with a multiple-case design to select eight

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16

Mohammed Yassin Rahim. "The Impact of Entrepreneurial Capability on Achieving Strategic Renewal – Analytical Research." Journal of Information Systems Engineering and Management 10, no. 14s (2025): 218–36. https://doi.org/10.52783/jisem.v10i14s.2186.

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The research aimed to determine the impact of Entrepreneurial Capabilities (EC) in its dimensions (sensing, seizing, shaping, synchronizing) on achieving Strategic Renewal (SR) in the General Company for Food Products. It also sought to examine whether there are statistically significant differences in the responses of the research sample regarding (EC) and (SR) in the General Company for Food Products, based on personal and job-related variables such as gender, age, educational qualification, years of experience, and job title. To achieve the research objectives, the descriptive-analytical ap

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17

Laksana, Dwi Hari, Heru Tri Sutiono, Titik Kusmantini, and Aris Kusumo Diantoro. "A Lesson Learned: How SMEs Build Dynamic Capability during Covid-19 Pandemic." RSF Conference Series: Business, Management and Social Sciences 1, no. 3 (2021): 47–55. http://dx.doi.org/10.31098/bmss.v1i3.287.

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The COVID-19 pandemic has had a significant impact on SME business sustainability. Some SMEs are no longer operating because the pandemic has triggered a number of business risks for them. In order to survive, SMEs are required to develop elements of dynamic capabilities for their own businesses. This research aims to explore in-depth how SMEs build the microelements of their dynamic capabilities during the COVID-19 pandemic. The authors used the case study method as research design by selecting 4 SMEs that represent the industrial center village in Wedi and Bayat Districts, Klaten Regency. In

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18

Munir, Ningky Sasanti, Rachmat Dwi Cahyono, and Mia Christy Patricia. "Strategi Peningkatan Kapabilitas Dinamis Perusahaan Properti." INOBIS: Jurnal Inovasi Bisnis dan Manajemen Indonesia 7, no. 1 (2023): 18–29. http://dx.doi.org/10.31842/jurnalinobis.v7i1.299.

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Penelitian ini bertujuan untuk memahami kondisi kapabilitas dinamis (DC) perusahaan yang bergerak di bidang properti, khususnya strategi peningkatan yang perlu dilakukan untuk mempertahankan keunggulan kompetitifnya dalam lingkungan yang dinamis pasca pandemi Covid-19. Penelitian ini merupakan penelitian kualitatif dan bersifat terapan, dimana data diperoleh melalui wawancara direksi perusahaan, survai eksekutif level manajerial dan pengolahan data internal perusahaan. Hasil penelitian menunjukkan tiga prioritas DC yang perlu ditingkatkan perusahaan, yaitu Innovation Capability, Alliances/Netw

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19

Fisher, Julian, Robert M. Kalin, Jan Krebs, et al. "Zero Water Day: seizing the opportunity from a public health perspective." Public Health Forum 30, no. 4 (2022): 232–35. http://dx.doi.org/10.1515/pubhef-2022-0081.

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Abstract Water is a finite natural resource. Zero Water Day(s) scenarios are challenging people and communities in Europe and worldwide. The public health community must seize the opportunity to prepare for Zero Water Day(s) through strengthening capacity and capability to respond to rapidly emerging emergencies as well as protected crises. Collaboration across sectors on water conservation and public health is key to tackling the consumptive environment and extractive economic systems.

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20

Ninu, Rose. "Dynamic Capabilities and Digital Business Transformation: A Sectorial Analysis." International Journal of Administration and Management Research Studies (IJAMRS) 1, no. 1 (2025): 26–34. https://doi.org/10.5281/zenodo.15434591.

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This study examines the relationship between dynamic capabilities and digital business transformation across different industry sectors. Despite growing recognition of dynamic capabilities' importance in enabling digital transformation, there remains limited understanding of how these capabilities vary across sectors and how such variations influence transformation outcomes. Through a mixed-methods approach combining survey data from 284 organizations across manufacturing, financial services, healthcare, and retail sectors with 42 in-depth executive interviews, this research investigates secto

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21

Shankar, Nithya, and Zareef Mohammed. "Surviving Data Breaches: A Multiple Case Study Analysis." Journal of Comparative International Management 23, no. 1 (2020): 35–54. http://dx.doi.org/10.7202/1071508ar.

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This study examines how organizations could potentially overcome the fallout of data breaches and achieve competitive advantage, by enhancing key firm capabilities through the process of sensing threats, seizing opportunities, and transforming/reconfiguring their existing resource base. We use the dynamic capabilities framework as the theoretical basis for this study. A multiple case study approach is applied to this study, using secondary data from the case studies of Target, Anthem, and Yahoo data breaches. Our findings indicate that utilizing the dynamic capability framework and its orchest

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22

Do, Quynh Nhu, Nishikant Mishra, Nur Baiti Ingga Wulandhari, Amar Ramudhin, Uthayasankar Sivarajah, and Gavin Milligan. "Supply chain agility responding to unprecedented changes: empirical evidence from the UK food supply chain during COVID-19 crisis." Supply Chain Management: An International Journal 26, no. 6 (2021): 737–52. http://dx.doi.org/10.1108/scm-09-2020-0470.

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Purpose The COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This paper aims to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era. Design/methodology/approach Following an exploratory case-based design, this paper examines the various agile resp

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23

Hariandja, Evo S., Togar M. Simatupang, Reza A. Nasution, and Dwi Larso. "Dynamic Marketing and Service Innovation for Service Excellence." Gadjah Mada International Journal of Business 16, no. 2 (2014): 143. http://dx.doi.org/10.22146/gamaijb.5461.

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This study aims at creating a framework describing how the interaction capabilities between dynamic marketing and service innovation can influence service excellence. In this study market sensing, market learning, market targeting or positioning are classified as dynamic marketing capabilities (DMC), while sensing, seizing, and transformi ng are classified as service innovation capabilities (SIC). Hence, the drivers of service excellence for the framework being developed are divided into three main categories: dynamic marketing capability, service innovation capability, and their interaction.

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24

Froehlich, Cristiane, and Claudia Cristina Bitencourt. "As capacidades dinâmicas para o desenvolvimento da capacidade de inovação." Revista de Administração da UFSM 12, no. 2 (2019): 286. http://dx.doi.org/10.5902/1983465918308.

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The present article aims at analyzing the dynamic capabilities’ contributions for the development of innovation capability in a chemical sector company. The company headquarters are located in the state of Rio Grande do Sul, Brazil, with branches in other states in Brazil, Latin America and China. More specifically, it concerns the company’s innovation strategies and practices related to sensing, seizing and reconfiguration capabilities and their micro-foundations, as presented by Teece (2007). This research is classified as a descriptive and qualitative case study. Data were collected through

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25

Ng’ang’a, Ann Wambui, Maureen Kangu, and Joyce Ndegwa. "Seizing Capabilities and Performance of Supermarkets in Kenya." University Journal 6, no. 1 (2024): 23–33. http://dx.doi.org/10.59952/tuj.v6i1.318.

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In Kenya the supermarkets provide market access for the manufacturers’ and small and medium enterprises’ products. In the recent past renowned supermarket brands such as Nakumatt, Tuskys, Choppies and Uchumi have collapsed due to underperformance. This paper examines the influence of seizing capabilities on the performance of supermarkets in Kenyan cities. The study was anchored on the dynamic capability theory (DCT). The study was grounded on positivism research philosophy and adopted crossectional descriptive research design. A structured questionnaire was used to collect primary data from 6

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26

Furnival, Joy, Ruth Boaden, and Kieran Walshe. "A dynamic capabilities view of improvement capability." Journal of Health Organization and Management 33, no. 7/8 (2019): 821–34. http://dx.doi.org/10.1108/jhom-11-2018-0342.

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Purpose Organisations within healthcare increasingly operate in rapidly changing environments and present wide variation in performance. It can be argued that this variation is influenced by the capability of an organisation to improve: its improvement capability. However, there is little theoretical research on improvement capability. The purpose of this paper is to set out the current diverse body of research on improvement capability and develop a theoretically informed conceptual framework. Design/methodology/approach This paper conceptualises improvement capability as a dynamic capability

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27

Salehi, Fatemeh, Judith Zolkiewski, Helen Perks, and Mohammad Ali Bahreini. "Exploration of capability and role development in an emerging technology network." Journal of Business & Industrial Marketing 33, no. 7 (2018): 931–44. http://dx.doi.org/10.1108/jbim-09-2017-0211.

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Purpose The purpose of this study is to investigate the capabilities and roles of three types of actors, specifically technology-based start-ups, incumbent firms and intermediaries, in co-constructing a network for development and commercialization of an emerging technology. In particular, the research aims to understand how the roles played by network actors evolve during the development and commercialization process and what operational and dynamic capabilities are developed by actors through collaboration. Design/methodology/approach A single longitudinal case study methodology was applied

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28

Petricevic, Olga, and Alain Verbeke. "Unbundling dynamic capabilities for inter-organizational collaboration." Cross Cultural & Strategic Management 26, no. 3 (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/appro

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29

SAUNDERS, THOMAS E. "Taxonomy at a crossroads: Communicating value, building capability, and seizing opportunities for the future." Megataxa 1, no. 1 (2020): 63–66. http://dx.doi.org/10.11646/megataxa.1.1.13.

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I believe the top three questions facing taxonomy today all relate to the health and future of the discipline itself. 1. How do we ensure taxonomy is valued? 2. How do we build and maintain taxonomic capability? 3. How do we ensure taxonomy benefits from emerging opportunities?

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Le, Uyen-Minh, and Tung-Shan Liao. "A Dynamic View of Global Integration and Local Responsiveness Framework." International Journal of Emerging Research in Management and Technology 6, no. 8 (2018): 58. http://dx.doi.org/10.23956/ijermt.v6i8.119.

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Global-Integration and Local-Responsiveness (IR) framework with four pairs of external environment and appropriate international strategy types has contributed significantly to international business management. Nevertheless, the framework is still incomplete and lacks dynamic features. To deal with such limitations and enhance the theory, this paper, therefore, brings dynamic features regarding both environment and strategy into the IR grid. Under a dynamic capability angle with three steps of sensing, seizing and transforming [30], the dynamic global integration and local responsiveness fram

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31

Smuts, Stefan, and Alta van der Merwe. "Key Industry 4.0 Organisational Capability Prioritisation towards Organisational Transformation." Informatics 11, no. 2 (2024): 16. http://dx.doi.org/10.3390/informatics11020016.

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Industry 4.0 aids organisational transformation powered by innovative technologies and connectivity. In addition to navigating complex Industry 4.0 concepts and characteristics, organisations must also address organisational consequences related to fast-paced organisational transformation and resource efficacy. The optimal allocation of organisational resources and capabilities to large transformational programs, as well as the significant capital investment associated with digital transformation, compel organisations to prioritize their efforts. Hence, this study investigates how key Industry

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32

Cranney, Stuart, Margarietha de Villiers Scheepers, and Rory Mulcahy. "Human and technological actors shaping digital transformation capability: an integrative review." Management Decision 63, no. 13 (2025): 210–43. https://doi.org/10.1108/md-07-2024-1588.

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PurposeThis study aims to clarify and synthesise the fragmented, multidisciplinary digital transformation (DT) literature, addressing three gaps, namely the role of cognitive technologies, the employee mindsets required and the paradoxical tensions firms experience as they transform their firms. Cognitive technologies like AI, IoT and other autonomous systems simulate human cognitive processes, challenging prior firm and employee practices.Design/methodology/approachA systematic literature review guided by the PRISMA protocol was conducted to thematically analyse 83 peer-reviewed articles, dra

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33

Puterisari, Dwi Utami. "Strategic Management in Industry 4.0: Digital Transformation in NIKE Inc. Using the Dynamic Capability Approach." International Journal of Business, Humanities, Education and Social Sciences (IJBHES) 4, no. 2 (2022): 103–8. http://dx.doi.org/10.46923/ijbhes.v4i2.204.

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Today we are in the industrial ecosystem 4.0, which is characterized by various uses of technology such as the Cloud Computerization, the Internet of Things (IoT), Artificial Intelligence (AI) and Big Data which they are part of what is called digital transformation. At this time the company is required to be able to adapt to industry 4.0, especially with digital transformation, in order to the company can survive and still be able to competing with other companies. The research method used in this article is a descriptive research method by using secondary data sources, where secondary data c

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34

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

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

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PLATTFAUT, RALF, BJOERN NIEHAVES, MATTHIAS VOIGT, ANDREA MALSBENDER, KEVIN ORTBACH, and JENS POEPPELBUSS. "SERVICE INNOVATION PERFORMANCE AND INFORMATION TECHNOLOGY: AN EMPIRICAL ANALYSIS FROM THE DYNAMIC CAPABILITY PERSPECTIVE." International Journal of Innovation Management 19, no. 04 (2015): 1550038. http://dx.doi.org/10.1142/s1363919615500383.

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Service firms need to continuously innovate their service offerings in order to remain competitive in constantly changing market conditions. Successful innovators utilise current information technology (IT) to access service innovation capacity and knowledge which can be located internal or external to their organisation. In this paper, we develop and test a theoretical framework that explains how IT can contribute to service innovation performance, and finally, to service provision performance. Drawing on dynamic capability theory, we differentiate between sensing (SN), seizing (SZ), and tran

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Wicaksono, Aldi Gumuruh, Abdul Rahman, and Elsawuri Raya Asrijati. "DYNAMIC CAPABILITY APPROACH IN EFFORTS TO PROTECT THE ENVIRONMENT FROM WASTE IN INDONESIA." Jurnal Konstituen 6, no. 2 (2024): 117–66. https://doi.org/10.33701/jk.v6i2.4947.

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Pengelolaan sampah di Indonesia menghadapi tantangan besar, seperti peningkatan volume sampah, keterbatasan infrastruktur, rendahnya kesadaran masyarakat, dan keterbatasan pendanaan daerah. Penelitian ini bertujuan untuk mengevaluasi solusi strategis melalui Program Local Service Delivery Project (LSDP), sebuah inisiatif inovatif yang dirancang untuk memperbaiki pengelolaan sampah secara berkelanjutan. Penelitian menggunakan metode kajian literatur dengan analisis kualitatif model Miles dan Huberman, mencakup reduksi data, penyajian, dan verifikasi temuan. Program LSDP didasarkan pada teori Dy

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de Aro, Edson Rodrigues, and Gilberto Perez. "Identification of dynamic capabilities in open innovation." Innovation & Management Review 18, no. 2 (2021): 118–28. http://dx.doi.org/10.1108/inmr-10-2019-0120.

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Purpose This study aims to understand the interaction between capabilities inherent in open innovation and dynamic capabilities (sensing, seizing and transforming) as a source of competitive advantage. Design/methodology/approach Qualitative method and grounded theory were used as guidelines for data collection and analysis. Findings The study identifies a set of capabilities in the practice of open innovation related to dynamic capabilities, which indicates the importance of developing dynamic capability in the strategic management of internal and external knowledge in the company. Research l

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Kristian, Indra, Yudiyanto Tri Kurniawan, Thalita Rifda Khaerani, Iwan Pramana, and Frederic Kornelius Marbun. "Beyond Bureaucratic Rigidity: A Dynamic Capability Framework for Public Sector Disaster Response." Publica: Jurnal Pemikiran Administrasi Negara 17, no. 1 (2025): 39–61. https://doi.org/10.15575/jpan.v17i1.45351.

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This study investigates how public institutions apply dynamic capabilities in disaster management to strengthen adaptability and resilience. The research focuses on institutions such as BNPB and BPBD, collecting data through in-depth interviews, field observations, and document analysis using a qualitative case study approach. Grounded theory elements guide the inductive development of a conceptual framework based on three key components: sensing, seizing, and transforming. The study finds that traditional bureaucratic structures often rigid and hierarchical are poorly suited to handle the fas

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Mariani, Agustina Shinta, Arief Rakhman, Edward Widjojokusumo, Glenny Soetanto, and Johnson Leonardi. "Exploring the Dynamic Capabilities Pattern in Small and Medium-sized Enterprises (MSMEs): A Phenomenological Study of MSME stagnancy in Indonesia." Jurnal Syntax Admiration 5, no. 7 (2024): 2431–46. http://dx.doi.org/10.46799/jsa.v5i7.1330.

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The objective of this research is to explore the Dynamic Capability Pattern, furthermore to observe how motivational and sociological factors impact the occurrence of stagnancy of MSMEs in Indonesia. Design/Methodology/Approach – A qualitative approach is applied with Open Questions Interviews towards 10 (ten) MSME actors in Indonesia who represent a range of industries including food and beverage, fashion retail, and the chemical raw materials sector The findings of this study underscore several key points: SMEs consistently exhibit dynamic capabilities, particularly in the stages of sensing

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Liu, Yulong, and Yang Yu. "Business Model Adaptation of Small and Medium-Sized Information Technology Firms." Journal of Global Information Management 29, no. 6 (2021): 1–15. http://dx.doi.org/10.4018/jgim.20211101.oa1.

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Small and medium-sized information technology firms operating in high-velocity business environments have to continuously adapt their business models. Prior research on business model adaptation, however, remains under-developed. In this study, we address the gap by drawing on the dynamic capability perspective. Based on the qualitative data collected from 35 interviews with ten companies in China, we develop a processual model and unveil how these companies employ dynamic capabilities (i.e. sensing, seizing and transforming), complemented by ordinary capabilities, to enact, manage and impleme

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Xiao, Zhenhong, Jianbang Shi, Rui Tan, and Junyi Shen. "Prediction Algorithm of Collaborative Innovation Capability of High-End Equipment Manufacturing Enterprises Based on Random Forest." Mobile Information Systems 2021 (December 21, 2021): 1–6. http://dx.doi.org/10.1155/2021/8378274.

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This paper studies the competitiveness of listed companies in high-end equipment manufacturing industry by using random forest. Random forest is a supervised machine learning algorithm that is actually based on the regression and classification. It takes some important decisions that are always based upon the set of samples. It counts majority for the classification purposes while it takes an average for the regression. For empirical analysis, 88 listed companies are selected. It is found that there are great differences in comprehensive competitiveness among industries. Enterprise scale accou

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Wei, Deng, Obed Rashdi Syed, Xiaoli Xu, Hongli Sang, and Jiang Wang. "Generative AI-enabled intelligent auditing: an organizational adaptation mechanism study based on dynamic capability theory." Future Technology 4, no. 3 (2025): 159–70. https://doi.org/10.55670/fpll.futech.4.3.15.

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This study investigates how audit organizations leverage generative artificial intelligence technologies to enhance auditing capabilities through organizational adaptation mechanisms, examining the role of dynamic capabilities in facilitating successful AI adoption and performance improvements. A quantitative cross-sectional survey collected data from 312 audit professionals across diverse organizational contexts. Structural equation modeling examined relationships between dynamic capabilities, generative AI adoption, organizational adaptation mechanisms, and auditing performance with comprehe

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Idries, Ahmed, John Krogstie, and Jayaprakash Rajasekharan. "Dynamic Capabilities in Electrical Energy Digitalization: A Case from the Norwegian Ecosystem." Energies 15, no. 22 (2022): 8342. http://dx.doi.org/10.3390/en15228342.

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This paper aims to identify the dynamic capabilities required for electrical energy service providers to transform toward a digital and platform-based business models in the context of the current energy transition. The paper contributes to two fields: Information systems in the domain of platforms ecosystems and digital services innovation through the usage of dynamic capabilities theoretical lens and the field of energy informatics in the domain of digital business models and service innovation. Through the case study approach we investigate the case of Norwegian electrical energy provider T

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Tallott, Margaret, and Rachel Hilliard. "Developing dynamic capabilities for learning and internationalization." Baltic Journal of Management 11, no. 3 (2016): 328–47. http://dx.doi.org/10.1108/bjm-02-2015-0060.

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Purpose – The purpose of this paper is to examine the development process of dynamic capabilities. Design/methodology/approach – The paper adopts a qualitative, longitudinal participant-observation research design. A single case study firm was observed over a ten-year period of active researcher engagement allowing for the collection of rich data on the development and deployment of dynamic capabilities as they evolved. Findings – Dynamic capabilities can be identified as sensing, seizing and transforming. They are capable of intentional development by managers through strategic decision makin

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Patricia, Mia Christy. "Sustainable Retail Financing in Turbulent and Difficult Market Conditions: A Dynamic Capability Perspective." Journal of Management and Entrepreneurship Research 4, no. 1 (2023): 17–29. http://dx.doi.org/10.34001/jmer.2023.6.04.1-35.

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Objective: This study aims to identify the dynamic capabilities (DC) that have been owned by the company and find new measurements of DC instruments for financing companies. Dynamic capability is needed to react quickly to the dynamics of the industrial environment, survive in competition and be sustainable. Research Design & Methods: This study utilized a quantitative approach. The search for factor values of each DC was conducted through 32 questionnaire questions given to 55 branch business managers. KMO and Bartlett's test and rotated component matrix test were conducted to prove that

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Siddiqui, Shoaib, Sheikh Muhammad Fakhar E Alam Siddiqui, and Hammad Zafar. "Clear HRM 4.0 for Achieving Organizational Performance: A Dynamic Capability View Perspective." Journal of Asian Development Studies 13, no. 4 (2024): 762–77. https://doi.org/10.62345/jads.2024.13.4.62.

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This study explores the concept of Smart HRM 4.0 through the lens of the dynamic capability view (DCV) perspective, which posits that an organization's ability to integrate, build, and reconfigure internal and external competencies is crucial for achieving sustained competitive advantage. By leveraging dynamic capabilities, organizations can effectively respond to rapidly changing environments, thus enhancing their overall performance—quantitative research using a cross-sectional survey design. To examine the Relationship between Smart HRM 4.0 variables and organizational performance. Independ

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ELLONEN, HANNA-KAISA, ARI JANTUNEN, and OLLI KUIVALAINEN. "THE ROLE OF DYNAMIC CAPABILITIES IN DEVELOPING INNOVATION-RELATED CAPABILITIES." International Journal of Innovation Management 15, no. 03 (2011): 459–78. http://dx.doi.org/10.1142/s1363919611003246.

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The purpose of this study is to explore the role dynamic capabilities have in the development of innovation-related operational capabilities. As dynamic capabilities by nature are processes and practices that advocate change, we aim to uncover the actual practices through which change strategies are implemented. Our research includes a single case study from the publishing industry. Building on a data set of interviews and secondary data we track down the development of the capabilities over the time period of five years. The results of the study imply that dynamic capabilities act as a cataly

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Karttunen, Elina, Aki Jääskeläinen, Iryna Malacina, Katrina Lintukangas, Anni-Kaisa Kähkönen, and Frederik G. S. Vos. "Dynamic capabilities view on value creation in public procurement." Journal of Public Procurement 24, no. 1 (2024): 114–41. http://dx.doi.org/10.1108/jopp-05-2023-0035.

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Purpose This study aims to build on the dynamic capability view by examining dynamic capabilities associated with public value in public procurement. Design/methodology/approach A qualitative case study approach is used in this study. The interview and secondary data consist of eight cases of value-creating procurement from four public organizations. Findings The findings connect dynamic capabilities and public value in terms of innovation generation and promotion, well-functioning supplier markets, public procurement process effectiveness, environmental and social sustainability and quality a

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

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

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Sullivan, Yulia, Samuel Fosso Wamba, and Mary Dunaway. "Internet of Things and Competitive Advantage: A Dynamic Capabilities Perspective." Journal of the Association for Information Systems 24, no. 3 (2023): 745–81. http://dx.doi.org/10.17705/1jais.00807.

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Internet of Things (IoT) is one of the enabling technologies of Industry 4.0. Although IoT has shown great promise for organizations, its practical use in generating value alone or in combination with existing IT capabilities remains unclear. Drawing upon the literature on dynamic capabilities and innovation capability, we propose IoT-enabled innovation capability (IoT-IC), consisting of three dimensions (IoT use for sensing, seizing, and reconfiguring) to explain competitive advantage. We examine three ordinary IT capabilities (flexible IT infrastructure, IT business experience, and relations

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