Orchestration of dynamic capabilities for competitive advantage

Abstract

PurposeThis paper aims to shed light on how offshore wind park business networks can orchestrate dynamic capabilities to enable innovation for the competitive advantage of renewable offshore wind energy.Design/methodology/approachThe research is based on a qualitative multiple-case study of operation and maintenance activities in offshore wind parks, starting in June 2014 with a pilot qualitative case study and the main qualitative multiple-case research conducted via in-depth interviews with 20 enterprises. The preliminary findings were presented for the qualitative triangulation of comments in a seminar in May 2015.FindingsThe findings explain the need for collaboration across the business network through the use of an open innovation platform for orchestrating dynamic signature capabilities in combination with ordinary capabilities. Both locally distributed leadership and central leadership in knowledge creation are necessary ingredients. The model developed from the research findings shows the need to change the competitive advantage criteria within business networks to VRIS (valuable, rare, imitable, substitutable) in contrast to the traditional criteria for individual enterprises of VRIN (valuable, rare, imperfectly imitable, non-substitutable).Research limitations/implicationsThe research is focused on offshore wind park business networks, and therefore, the generalizability of this qualitative case study to other contexts can be limited. Further research is thus needed to verify the findings.Originality/valueA three-fold contribution is made to the understanding of the integrated combination of orchestrating dynamic capabilities in the offshore wind energy sector. Business networks, academia and policy bodies are given a model for enacting the competitive advantage of renewable offshore wind energy for the benefit of society.