Abstract
AbstractThe overall interplay between competitive strategies and dynamic capabilities is an integral part of value creation in terms of novelty, lock‐in, complementarities, and efficiency. In response to insufficient systematic research on the impact of competitive strategies and dynamic capabilities on value creation, this study expands prior studies (Rashidirad et al., 2013) by proposing carefully testable research hypotheses and empirically explores the research phenomenon. This study analyzes the complex interrelationships between competitive strategies and dynamic capabilities and the resulting impact on value creation through adopting a multidimensional approach in which each construct is decomposed to its dimensions. This study prompts rethinking of the impact of dynamic capability and competitive strategy on value creation in firms by using a multidimensional perspective.
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