Towards a multi-layer project resilience framework: a hybrid approach from the dynamic capability perspective

Creating dynamic capabilities through business partnerships: the role of resources and capabilities and implications for performance

Open Innovation (OI) is a relevant research topic in academia; however, its implementation remains a challenge for practitioners. This research proposes an analysis of open innovation organisational competencies and capabilities in Middle Eastern knowledge-intensive SMEs. This study defines open innovation from a philosophical perspective that entails strategy and IT-enabled knowledge. This study’s main goals are to identify organisational competencies and capabilities and how they interrelate to find ways in which knowledge-intensive SMEs can successfully obtain open innovation initiatives and sustain their implementation. It also aims to apply the dynamic capability perspective as a theoretical lens to analyse how these SMEs can improve these open innovation-related competencies. The dynamic capability perspective has received significant theoretical attention in recent decades, and its popularity has been reflected in its practical uses in a range of organisations. Several reasons led this thesis to focus on studying Arab countries in the Middle East. Firstly, the development of the innovation field and the emergence of open innovation as current debates exist on how it contributes to organisational performance. Secondly, the rising attention of scholars, businesses, and policymakers into the Middle East as its economy grows progressively during social and political developments and security related issues. Third, the recent emerging calls to undertake studies on the less-researched regions. Two theoretical approaches were adopted to ground the researcher's interpretations: the dynamic capability perspective and the value-focused-thinking approach. This thesis uses a qualitative, interpretative, case-based research approach. This approach was selected to capture the rich picture of organisational behaviour related to the open innovation phenomenon. Six case studies were conducted from Arab Middle Eastern knowledge-intensive SMEs drawn from across the region. This thesis contributes to the existing literature by developing a novel theoretical open innovation two-level capability framework. The theoretical contribution of this thesis was to analyse and propose open innovation as a dynamic organisational capability. This thesis proposed a theory to understand and identify related organisational competencies and capabilities. Deploying the dynamic capability perspective provided profound insights into how SMEs have been strategically managing their competencies and resource-base to deal with open innovation and how this implementation can be sustained and improved. Thus, this thesis suggests that an SME should develop capabilities at two levels: first, higher-level capabilities to strategically manage and sustain the implementation of open innovation (dynamic capabilities); thus, an SME is required to be able to sense, absorb, seize and reconfigure resources and competencies to capture value through the development of open innovation-related competencies. Second, develop operational level open innovation competencies to efficiently and effectively support the implementation of open innovation. Nine main open innovation organisational competencies were identified. Additionally, this thesis provides implications for practice and policymakers.

Purpose: This research aims to determine the impact of leadership style inventory (transformational) on the perceptions of individual employee and organizational dynamic capabilities across technology enabled banking work spaces. The study analyses the phenomenon from resource based value and job resources theory perspective and imbibes theoretical paradigms of social exchanges and dynamic capabilities framework. The theoretical framework of the current research study derives the basis from Bakker’s Job demand and resources model and incorporates the leadership realization in contingent and contextual perspectives. The study also borrows from the diverse set of theoretical frameworks namely the systems theory, the contemporary leadership perspective, modern integrative leadership impetus, transactional and transformational leadership inventories and likewise additions to human understanding of leadership as a phenomenon. Design/methodology/approach: A questionnaire based on a comprehensive literature study was leveraged to develop a scale for measuring dimensions and dynamic capabilities perspective. A survey involving 224 young technology savvy banking sector work force across India was undertaken. Extractive factor analysis and confirmatory factor analysis were used to determine the dimensions and respective impact of leadership and capabilities dimensions of bank work force on perceptions of organizational performance. Findings: The study reveals that leadership in technology workplaces components such as leadership style inventory, individual dynamic capabilities and organizational capabilities. The association between the aspects was observed as significant in shaping performance in Indian banking sector. Practical Implications: To add to the knowledge regarding bank workforce’s evolving interpretation of the bank workplaces, how they interpret leadership mechanics, how they identify with workplace dynamic capabilities dimensions. Recent literature advocates role of human motivations, demographic changes, age diversity and inter-generational gaps inculcated by technology at workplace and respective requirement for technology savvy workforce; as integral to determination of dynamism in banking organizations. Originality: This study adds to the body of knowledge regarding aspects that determine bank workforce dynamism and shape the scope for performance sustenance in age of technology determinism. The current research is on the organizational leadership as derived from the critical stakeholders namely the employees and the organizational environment. The leadership undoubtly remains the most explored and most researched aspect of organizational behavior. The challenges to traditional leadership in banking organizations in particular are real as the manner in which financial products are being delivered to people is undergoing change. The matter involves not only re-skilling existing employees yet to look beyond the margins to experiment with new business models in which operational leadership and industry leadership can be attained with existing employees, human resources and market based assets and resources. The individual learning curves, extent of scalability of existing business and learning infrastructure needs to be examined fresh and leadership sustainability needs a fresh consideration with nurturing of sufficient talent developers. The purpose behind this research is to devise, to identify and to map the relationships across the aspects that seem to drive the phenomenon. The rationale is to uncover the aspects or the factors that seem to drive the phenomenon involving leadership realization across recently recruited and much desired young and smart technology obsessive work force. The young and clever employees do not wish to be led or controlled by organizational protocols and practices. The researchers have pointed to need for devising suitable individual and organization wide characteristics that could imbibe appropriate and suitable leadership realization across the young workforce can enable the organization to channelize their true potential.

The primary purpose of this study was to investigate the importance of organisational resources, capabilities, relational capabilities and dynamic capabilities on firm performance. A conceptual model was developed based on Resource-Based View (RBV), Dynamic Capability Approach (DCA) and relationship marketing perspective. It was proposed that organisational resources, capabilities, relational capabilities and dynamic capabilities would have a positive influence on firm performance. It was also proposed that the relationship between organisational resources and capabilities and firm performance would be mediated by dynamic capabilities and relational capabilities. In the context of business partnerships, integrative capability and relational capabilities were also postulated to mediate the relationship between organisational capabilities and the development of dynamic capabilities. These research objectives were investigated through multivariate analytical techniques in Chap. 5.

Purpose. Drawing on the concept of dynamic managerial capabilities, to propose a model that incorporates managerial human and social capital, and managerial cognition in the dynamic capabilities framework.
 Design/Method/Approach. The study is an empirical in the context of the current conflict in the eastern Ukraine and is an analysis a non-profit field with an extremely high dynamic environment. The data was collected using a quantitative survey with 70 private corps, non-commissioned officers, and higher-ranked officers.
 Findings. The model provides a direct relationship between dynamic capabilities and dynamic managerial capabilities, whereby the latter is constituted by the perceived manager’s competence (manager’s human capital), manager’s team (manager’s social capital), and manager’s goal congruence towards the goals of the organization (managerial cognition).
 Theoretical implications. This paper expanded the body of research on dynamic managerial capabilities by developing the following arguments: (1) dynamic managerial capabilities directly influence organizational dynamic capabilities; (2) managerial social capital mediates relationships between managerial human capital and organizational dynamic capabilities; (3) managerial social capital mediates relationships between managerial cognition and organizational dynamic capabilities.
 Originality/value. This research not only shows how a non-profit organization can act efficiently, it is also an example of an application of strategic management theory to a practical field with life or death consequences.
 Research limitations/Future research. This research opens avenues for future research on dynamic capabilities in non-profit organizations.
 Paper type – empirical.

Applying the resource-based view (RBV), this article examines two organisational capabilities in the hotel distribution sector: strategic alignment and dynamic capabilities. Exploratory interviews conducted with business managers (BMs) and technology managers (TMs) from the hotel sector allowed to operationalise three constructs used in this research: the maturity of strategic online alignment, the maturity of dynamic online capabilities, and organisational performance. A subsequent questionnaire survey administered among BMs and TMs from 101 hotels in Morocco then allowed to validate the three hypotheses of this research: H1 Strategic alignment maturity has a direct and positive effect on the maturity of dynamic online capabilities; H2 The maturity of dynamic online capabilities is significantly linked to organisational performance; H3 The maturity of strategic online alignment is significantly linked to organisational performance.

This article aims to advance theoretical knowledge of the international opportunity recognition in international new ventures (INVs) from a dynamic capabilities perspective with particular focus on the emergent perspective of dynamic managerial capabilities. Building the extant literature on international opportunity recognition, dynamic capabilities theory, this paper presents a conceptual framework explaining how dynamic capabilities of the firm can be created and enacted through the entrepreneur’s dynamic managerial capabilities and actions for international opportunity identification for international firm growth. Drawing on the dynamic capabilities theory and more recent dynamic managerial capabilities perspective, this article enriches understanding of how opportunities are identified for the venture’s international development and growth. The article concludes with theoretical and research implications.

PurposeStart-ups require a competitive advantage to integrate sustainable practices and develop organizational capabilities to thrive in dynamic business environments. However, implementation of these practices presents several ethical challenges. This study aims to quantify the influence of organizational capabilities (information technology capabilities and organizational virtues) on start-ups' competitive advantage and readiness to implement environmental, social and governance practices.Design/methodology/approachThis study employed a survey design, and data were collected from 320 start-up founders and/or managers in India. The data were analyzed using Smart PLS 4.0.FindingsThe findings suggest that organizational capabilities, including information technology capabilities and organizational virtues, play an important role in enhancing start-ups' competitive advantage and readiness to implement sustainable practices. Dynamic capability mediates these relationships, while entrepreneurial orientation moderates the relationship between organizational virtues and dynamic capability.Practical implicationsThis study has significant implications for organizations implementing sustainable business practices through the development and nurturance of organizational virtues and information technology capabilities. The study is also useful for leaders, managers and entrepreneurs in training and development, managing tradeoffs and maintaining important organizational capabilities to establish a balance between people’s concerns, the environment and profits.Originality/valueFew studies have examined the role of organizational capabilities, sustainable business practices and competitive advantage in the context of start-ups. This study contributes to the literature on sustainable entrepreneurship and organizational capabilities.

Health information technology (HIT) purports to increase quality and efficiency in health care organizations. However, health care organizations are situated in constantly changing environments. They need dynamic capabilities to implement HIT effectively. This article builds on the dynamic capabilities perspective and generates propositions about implementing HIT in dynamic environments. Specifically, I identify the (1) the necessary resources and capabilities for organizations to implement HIT; (2) the organizational capabilities and benefits that can be enhanced by HIT; and (3) the similarities and differences between three distinct forms of HIT. I synthesized the literature on dynamic capabilities and HIT to identify dynamic capabilities that are associated with (1) electronic medical records, (2) telemedicine, and (3) social media. In addition, I discuss the benefits of these HITs for improving the dynamic capabilities of health care organizations. PROPOSITIONS/FINDINGS: This article generates three sets of propositions that can be tested empirically. First, I am concerned with how organizational size and human resources affect successful implementation of HIT. In addition, I argue that three technology-specific factors--hospital type, medical specialty, and socially desirable technical features--may affect the implementation of HIT. To cope with constantly changing environmental pressures, health administrators need to deploy, modify, and/or acquire organizational resources skillfully. Practitioners need to identify dynamic capabilities to support specific forms of HIT and understand how HIT enables health care organizations in turn. The concept of evolutionary fitness in the dynamic capabilities perspective may be developed to measure HIT implementation.

While prior research has examined the role of smart technologies (e.g., IoT and AI) in sustainability, the combined influence of IoT, AI, and organizational capabilities on hotel sustainable performance, particularly through the mediating roles of data-driven decision-making and innovation capability, remains underexplored. This study investigates how the integration of smart technologies, specifically the Internet of Things (IoT) and artificial intelligence (AI), as well as dynamic managerial capabilities focusing on data-driven decision-making (DDM) and innovation capability (IC), enhances hotel sustainable performance (HSP) within the context of Saudi Arabia’s hospitality sector. Grounded in the Resource-Based View (RBV) and Dynamic Capabilities Theory (DCT), the research develops and tests a conceptual model that explores both the mediating roles of DDM and IC in the link between IoT and HSP and the moderating role of AI application in the relationships between IoT and DDM, IC, and HSP. Using data collected from 312 managers of four- and five-star hotels across Saudi Arabia, the study employed Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine the hypothesized relationships. The results reveal that IoT has a significant positive effect on HSP, DDM, and IC. Further, the IoT-HSP relationship is partially mediated by both DDM and IC. Furthermore, AI significantly strengthens the relationships between IoT and DDM, IoT and IC, and IoT and HSP, highlighting AI’s crucial role as an enabler of digital transformation and sustainability. The findings extend the RBV and DCT by demonstrating how technological resources, when combined with dynamic managerial capabilities, lead to superior sustainability outcomes. Practically, the study emphasizes that hotels must pair digital adoption with employee training, innovation culture, and AI-powered analytics to enhance HSP.

Purpose With the rise of digital construction, using organizational capabilities to improve project performance in a turbulent environment has become critical for the high-quality development of the construction industry. However, the complex relationships among them remain unclear. Therefore, this study explores these linear relationships under the digital construction mode and reveals the driving mechanism of multi-factor linkage on project performance. Design/methodology/approach Data were collected from 263 project participants in digital construction projects in China using a questionnaire. Hypothesis testing was conducted using partial least square structural equation modeling, and the differentiated patterns of project performance formation were revealed through fuzzy-set qualitative comparative analysis. Findings Organizational information technology, innovation, coordination, integration management and emergency management capabilities improve project performance. Environmental turbulence is a positive moderator between coordination capabilities and project performance, while other capabilities do not align with environmental turbulence. The research obtained five equivalent configurations for achieving high project performance, such as “capability layout” and “internal driven,” and two paths that lead to non-high project performance. Finally, in contrast to existing studies, we discovered the outstanding contribution of emergency management capabilities to project performance and the auxiliary effect of information technology capabilities. Originality/value This study innovatively integrates a dimensional framework of construction project organizations’ capabilities under a digital construction mode and extends the organizational capabilities to the specific and operational capability dimension level. Furthermore, this study opens the “black box” of the influence of organizational capabilities on project performance in environmental turbulence and reveals the differentiated and equivalent configurations for the formation of project performance. The study broadens the theoretical perspective of organizational capabilities on project performance research in the digital context and provides practical enlightenment for guiding the capability configuration of construction project organizations in a turbulent environment. The study broadens the theoretical perspective of organizational capabilities on project performance research in the digital context and provides practical enlightenment for guiding the capability configuration of construction project organizations in a turbulent environment.

The predominant suggestion of how to overcome the static character of the resource-based-view (RBV) is the concept of dynamic capabilities, basically calling for a dynamization of organizational capabilities. Over the past two decades, the dynamic capability perspective has become one of the most influential theoretical lenses in the field of strategic management, dedicated to explain organizational adaptability and innovativeness in volatile markets. Given this broad acceptance, it is surprising enough that an analysis of the current research debate reveals that a congruent understanding of the construct is still missing and the perspective suffers from inherent conceptual contradictions. This raises the question whether we should continue to see the dynamic capability perspective as most promising template to structurally dynamize the RBV. We discuss this question along four core issues intriguing the dynamic capability debate: (1.) The role of the external environment; (2.) The role of internal agency; (3.) The underlying processes of change; and (4.) The importance of routines. Our analysis reveals a broad variety of distinct research paths and a confusing fragmentation of the research field. Furthermore, unsolved dilemmas in dynamizing organizational capabilities emerge. None of the suggested approaches designed to conceptualize dynamic capabilities seems capable of dynamizing the RBV substantially, while simultaneously preserving the original concept of an organizational capability. After all, a dynamic capability is supposed to be a capability. The last section of this paper therefore aims at reassessing the dynamic capabilities perspective and suggesting alternative approaches for dynamizing the resource-based view.

Information Systems (IS) ecosystems change rapidly which makes IS projects’ success challenging. Project success eventually impacts organizational competitive advantage which is a major concern for telecommunication organizations. dynamic capabilities (DC) are needed for organizations to continually transfer, shift and reallocate their organizational capabilities according to the dynamic changes occur in the surrounding ecosystem. 
 
 This paper aims at investigating the impact of organizational dynamic capabilities (DC) on IS project success in telecommunication organizations in Jordan. A survey is used as an instrument of research in order to achieve the research’s main objectives. The study is carried out by surveying (233) employees who participated in IS projects. The survey paragraphs are validated and approved by a panel of experts. Consequently, data extracted from the questionnaire is statistically analyzed using the Statistical Package for the Social Sciences (SPSS) and AMOS applications.
 
 The findings reveal that employees in telecommunication organizations recognize and apply the concept of DC (Dynamic Capabilities) at a (High) level. Results also show that rate of IS projects success in telecommunication organizations in Jordan is (High). It also shows that DC along with its four main dimensions, contribute in all three dimensions of IS project, and that project capabilities play a major role mediating the impact of DC on IS project success. The study has several contributions on both academic and practical levels. For example, it links DC for becoming basis for software projects success.

Introduction Innovation is the key path for an enterprise to sustain its competitive advantages (Matthyssens, Vandenbempt, & Berghman, 2006; Orfila-Sintes & Mattsson, 2009). Nowadays, as competition has been globalized, production cost is no longer different between companies, and innovation is the key to competitiveness. In addition, knowledge management and innovation activities are dynamic capabilities for organizations (Zollo & Winter, 2002), and in order to survive in this era of knowledge competition, an enterprise should have an efficient knowledge management system which can facilitate knowledge innovation and sharing and repetition (Chandran, 2004; Nonaka, 1991). An organization acquires or develops a crucial index, which is whether the organization is capable to learn new knowledge during its adaptation to the environmental evolution (Peteraf, 1993). Teece (1986) believed that traditional competitiveness analysis is unable to evaluate an organization's organizational innovation performance and to guide its strategic direction in a fast changing environment, and thus he proposed the dynamic capabilities theory to help organizations in coordinating internal and external information to sustain their knowledge management systems and gain a competitive advantage. A firm needs to accumulate past experience and transform individual knowledge into organizational knowledge, and then, with the aid of continuous learning, the firm should develop the competence required to adapt to environmental changes. In addition integrating, transforming, and applying dynamic capabilities are crucial determinants of innovation (Helfat & Peteraf, 2003). The main purpose of this paper is to observe how companies use dynamic capabilities to transfer knowledge management capabilities into organizational innovation performance. The capability acquiring comes from knowledge absorptive capability. Cohen and Levinthal (1990) stated that absorptive capability is acquired by an organization on basis of existing knowledge, as well as by recognizing, absorbing, and using external knowledge. Zahra and George (2002b) further explained absorptive capability from the perspective of dynamic capability, and noted that absorptive capability is a set of processes for analyzing knowledge accumulation and transformation, and that it can lead to competitive advantage (Liao & Wu, 2010; Tsai, 2010). That is, absorptive capability is sustained and created through the development of dynamic capability. Furthermore, knowledge sharing in an organization will increase its potential absorptive capability (Spender, 1996). This paper attempts to study the effects of dynamic capabilities on organizational innovation performance with an empirical approach, based on dynamic capabilities, knowledge sharing, and absorptive capability. The main purpose is to review knowledge management studies, focusing on the effects of dynamic capability, knowledge sharing, and absorptive capability on organizational innovation performance and to propose a conceptual model and hypotheses. Furthermore, we analyze different types of firms and their dynamic capabilities, knowledge sharing, and absorptive capabilities as well as their relationships with organizational innovation performance, and finally highlight the practical implications of the results for managers. Literature Review This section reviews studies on knowledge management, innovation and organizational innovation performance, dynamic capability, and knowledge absorptive capability It then develops a model to describe the relationships among knowledge management, dynamic capability and organizational innovation performance. Knowledge Management Knowledge creates a capability that enables firms to seize opportunities while analyzing information, and is crucial to achieve competitiveness (Liao & Wu, 2010). However, only the advanced application of knowledge management can lead to a sustained competitive advantage. …

Purpose In the era of digital transformation, leveraging big data has become a strategic imperative for sustaining competitive advantage. However, the impact of Big Data Analytics Capability (BDAC) on firm performance depends on the development of complementary organisational capabilities and governance mechanisms. Grounded in the integrated model, this study aims to investigate how BDAC influences firm performance through the mediating roles of organisational capabilities and the moderating role of data governance. Design/methodology/approach Survey data from 227 Forbes Global 2000 firms were analysed using partial least squares hierarchical component modelling (HCM). Findings Dynamic and innovative capabilities significantly mediate the BDAC–performance relationship. Data governance strengthens the effect of BDAC on dynamic and operational capabilities but not on innovative capability. Research limitations/implications HCM improves model parsimony for complex capability–performance relationships, while cross-validated predictive ability test (CVPAT) confirms strong predictive validity and explains the internal mechanisms linking BDAC to performance. These methodological insights strengthen the theoretical understanding of how data-driven capabilities create value. Practical implications The findings suggest that managers should leverage BDAC to enhance dynamic and innovative capabilities, supported by robust data governance that reinforces BDAC's influence on dynamic and operational capabilities. Effective governance fosters organisational agility, enabling firms to sustain performance and support broader sustainability objectives. Originality/value BDAC influences firm performance through dynamic, operational and innovative capabilities, with a contingent effect of data governance. The study advances theory by integrating the resource-based view with the dynamic capabilities perspective and applies rigorous predictive modelling to clarify these mechanisms.