Abstract
AbstractSpanish fashion retailer ZARA has been the prototype for a new kind of competitive strategy by beating its rivals through superior flexibility and speed to market new products. We define this organizational ability to learn from the market and respond to it with superior speed as a response capability. We explore its origins conceptually by drawing arguments from the the capability based view of the firm. Based on a sample of 3,360 German companies our empirical results show that rapid response capabilities are either built around exploiting existing absorptive capacities or exploring options given strong environmental pressures from the technological or demand side, but not a combination of both.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
