Concept Of Dynamic Capabilities Research Articles

Analysis of dynamic capabilities for spectrum sharing in the citizens broadband radio service

This paper seeks to identify and analyze the sources of value creation and capture by key stakeholders in the new Citizens Broadband Radio Service (CBRS) three tier spectrum sharing framework introduced by the US President's Council of Advanced Science & Technology. More flexible and dynamic use of the 3.5 GHz spectrum aims to increase the efficiency of spectrum use in delivering fast growing and converging mobile broadband and media services while paving the way to innovations in technology and business models. In this paper, we focus on key stakeholders' capability to deal with combined internal and external resources and capabilities in doing business, referred to as dynamic capability. Spectrum sharing, introducing a rapid change in the technology and business environments, requires dynamic capabilities from spectrum offering, spectrum utilization, and spectrum management perspectives. We focus on defining key CBRS functional domains and identifying their key antecedents, elements, and outcomes. The analysis highlights the key role of the regulator in creating a sharing framework with incentives for all the key stakeholders, with different operational and business requirements, and enabling scaling ecosystem. Increased system dynamics in spectrum sharing will introduce a need for big data analytics, near real time network management capabilities and low cost third tier general authorized access radios, leveraging dominant technology ecosystems. This study provides viewpoints for stakeholders about additional ingredients and actions, which may be relevant to promote spectrum sharing in the form of the CBRS. The concept of dynamic capabilities was found useful to analyze the sources of competitive advantage regarding CBRS spectrum sharing.

Toward a strategic view of higher education social responsibilities: A dynamic capabilities approach

The social responsibilities of higher education serve as the foundation for its existence. Within an increasingly global context, society expects colleges and universities to undertake new and increasingly complex social responsibilities that expand traditional higher education missions while emphasizing new obligations such as economic development and sustainability. Higher education institutions have responded by adding new programs and services—such as new degree programs, equity and inclusion offices, and training for older workers—and aggressively pursuing new sources of revenue in support of their missions. Despite these considerable efforts, there is a growing sense that higher education is not adequately fulfilling its social responsibilities. We contend that these trends do not stem from intransigence, but are instead symptomatic of the need for strategic management frameworks tailored to the unique social responsibilities and impacts of higher education. To this end, we introduce a strategic social responsibility framework based on the emergent concept of dynamic capabilities. Strategic social responsibility emphasizes the establishment and continuing renewal of an orchestration infrastructure that enables colleges and universities to maximize their social impact through the alignment of strategy and resources. Implications for future scholarship and policy are discussed.

Capacidades dinâmicas e vantagem competitiva em ambientes de mudanças constantes, à luz da análise do filme ‘Recém‐chegada’

This article aimed as its main objective to investigate, by means of an observational study, the concept of dynamic capabilities in an environment of constant change. Therefore, it was proposed to analyze the commercial film/artistic ‘New in Town’ (2009), directed by Jonas Elmer. The criteria for choosing for the use of this film were determined by theoretical propositions, involving the constructs dynamic capabilities and competitive advantage in changing environments. In addition to the constructs his own film analysis in the teaching‐learning and research process administration can generate their contribution to academy and the scientific community, since the perception of aspects generated by the organizations evidenced by the theories presented and highlighted the throughout the film, points to the need to observe the meaning of the following affirmations: dynamic capabilities developed by the subsidiary of an organization can return to learning for the matrix and contribute to future actions; the quest of the resources people need to be faced with their own people and for the people; there needs to be alignment of skills and organizational strategies; adaptive responses and its dependence on the capability to identify and predict future scenarios can be found; it is possible make use of the win‐win strategy for, from the identification of an individual competence to conduct whole organizational team to contribute to the collective use of that competence and generate competitive advantage for an entire organization.

In search of parents’ knowledge for joint venture’s innovation

ABSTRACTThe purpose of this paper is to clarify the concept of dynamic capabilities from the knowledge-based perspective, including knowledge relatedness and knowledge learning, and to investigate the dynamic capabilities on innovation performance in joint venture. Negative binomial regression is used to test the hypotheses in a panel data of 183 joint venture cases. Significant relationships are found between dynamic capabilities and innovation performance. Moreover, the moderating roles of parent patents granted before, parent knowledge diversity and joint venture knowledge diversity are recognised and are hypothesised as positively moderating the effect of knowledge relatedness on innovation performance, but parent patents granted before and joint venture knowledge diversity are hypothesised as negatively tending to moderate the effect of knowledge learning on innovation performance. The findings support our prediction and policy implications are discussed.

Developing dynamic capabilities for learning and internationalization

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 making and deliberative learning, within a path-dependent evolution.Research limitations/implications– A longitudinal single case study allowed for a close look at the development of dynamic capabilities, exploring the context and conditions that facilitated change and tracing the evolution of the organization’s processes. However, this study remains subject to the limits of a single case approach. Future cross-sectional research would be able to test the conceptual model and allow for generalization of the findings to other populations of firms.Practical implications– The dynamic capability concept has been criticized for being of little practical use to managers. This research shows the process of intentional dynamic capability development, offering insights to practicing managers.Originality/value– This research adds to the relatively scant base of empirical work on dynamic capabilities and offers a conceptual model of dynamic capability development. The paper contributes to the neglected area of dynamic capabilities in SME’s, showing that the dynamic capability concept is relevant to this sector. The paper provides insight for practitioners by showing that intentional dynamic capability development is achievable.

What are the sources of capability dynamism? Reconceptualizing dynamic capabilities from the perspective of organizational change

Purpose– The concept of dynamic capabilities emerged from strategic management theory, the aim being to determine how organizations can achieve and sustain competitive advantage in a continuously changing environment. It is widely accepted in the literature that this concept, although extremely popular and potentially powerful, still needs clarification and elaboration. The main criticisms are centered on the lack of understanding of where these capabilities originate and how their dynamism can be sustained in the long run. The purpose of this paper is to bring some novel insights into these issues in bridging the theories of strategic management and change management.Design/methodology/approach– This paper is based on extensive literature review and bridges dynamic capabilities and change management literatures.Findings– The paper proposes a distinction between domain-specific and generic dynamic capabilities and puts forward the concept of “organizational change capability” as representing a generic dynamic capability. The nature of such capability is discussed using the insights from organizational change theory.Originality/value– This paper provides a novel way to examine the sources of capability dynamism both conceptually and empirically by integrating insights from organizational change and dynamic capabilities literatures.

The role of opportunity-sensing and learning processes in shaping dynamic capabilities in Polish enterprises

Dynamic capabilities are an essential theoretical construct that is useful for understanding the phenomenon of competition. However, even though dynamic capabilities and issues relating to them seem to enjoy large popularity, the existing management literature lacks studies into processes that shape dynamic capabilities. This article attempts to outline the concept of dynamic capabilities and presents the authors’ proposed configuration of the processes that shape dynamic capabilities. A discussion then follows of the results of research into the opportunities-sensing and learning processes and how they shape dynamic capabilities in Polish enterprises.

Blind spots of dynamic capabilities: A systems theoretic perspective

Dynamic capabilities remain one of the most popular, but also one of the most controversial topics in current knowledge and innovation research. This study exposes strengths and weaknesses of existing conceptualizations of dynamic capabilities by using a systems theoretic lens. Systems theory suggests that organizations operate in environments they cannot fully understand. Thus, organizational action patterns inevitably involve simplification, selectivity and uncertainty leading to inherent blind spots in every kind of strategic action. As the resulting insight, fully flexible organizational capabilities might not be achievable and continuous adaptation to every kind of environmental change cannot be possible from a systems theoretic perspective. Accordingly, this work discusses empirical difficulties that derive from the preceding argumentation and outlines a corresponding re-conceptualization of the dynamic capabilities concept.

Transformation of Staff Efficiency with Talents Enrichment: A Dynamic Capabilities View

This article aims to enrich our understanding on the concept of dynamic capabilities (DCs) according to a recent study on service quality and customer satisfaction for one agency in the public sector of Malaysia. Based on the findings, the discussion is focused on the element of staff and the dimension of policy development according to the critical responses. Through the lens of DCs, this article explains how the transformation processes of staff efficiency with talents enrichment will possibly increase the customer satisfaction towards a better policy development. This shows that the concept of DCs can be demonstrated in the public sector (e.g., non-profits oriented), which is still rarely discussed relatives to the private sector (e.g., profits oriented). At the ends, a proposition for empirical research based on the conceptual framework is suggested, in order to verify the mediating effects of talents enrichment (transformation processes) in the relationship between staff efficiency and policy development.

Strategic Decision Making in Discontinously Changing Environment

The concept of dynamic capabilities (DCs)-an organization’s capacity to adapt to changes in the environment (Eisenhardt & Martin, 2000; Teece, Pisano, & Shuen, 1997)-has become a dominant topic in management research (Helfat et al., 2007). The large body of research has prompted valuable and unique insights into DCs, yet the understandings of the concept still diverge significantly (Di Stefano, Peteraf, & Verona 2010; 2014). Peteraf, Di Stefano, & Verona (2013) reveal that the field seems to be split into two camps that hardly engage in a joint scholarly discourse, while the differences between them are most divergent in high-velocity environments. One perspective averred that DCs take the form of simple rules (Eisenhardt & Martin, 2000), whereas the other portrayed DCs as involving complex routines (Teece et al., 1997). As a consequence, Di Stefano et al. (2014), call for the “bridging of diverging conversations” in order to move the field forward. They propose an illustrative metaphor, so called “organi...

Pure Dynamic Capabilities to Accomplish Economies of Growth

IntroductionA quarter of a century has passed since publication of a working paper by Teece, Pisano, and Shuen (1997) on theory of dynamic capabilities, which led to a string of subsequent research.1 However, their argument was extremely confusing, with no information on essence of dynamic capabilities. 2 In these circumstances, discussion of this topic based on study by Helfat and Winter (2011) regenerates one idea regarding nature of dynamic capabilities. We first review concept of dynamic capabilities as presented in study by Teece et al. (1997), pioneering work. We note source of confusion. Furthermore, we summarize concept of corporate capability based on study by Helfat and Winter (2011). Further, we highlight meaning of dynamic capabilities from examples given therein, suggesting possibility that dynamic capabilities are similar to of start-up experts that Takahashi (2015) discovered from Penrose (1959).Origin of Dynamic Capabilities TheoryAccording to Thomson Scientific Essential Science Indicators, study by Teece et al. (1997) was most frequently cited in economics and management papers between 1995 and 2005 (Fukuzawa, 2013). This indicates that their study is therefore extremely influential and can be considered to be foundation for development of dynamic capabilities theory. Teece et al. (1997) defined dynamic capabilities as follows.Dynamic capabilities: We define dynamic capabilities as firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Dynamic capabilities thus reflect an organization's ability to achieve new and innovative forms of competitive advantage, given path dependencies and market (Teece et al., 1997, p. 516).However, subsequent studies have shown no unified interpretation regarding dynamic capabilities. This is due to vague explanation provided by Teece et al. (1997). Using above definition of dynamic capabilities, they explained that dynamic capabilities comprise three elements: organizational and managerial processes, positions, and paths. Organizational and managerial (shortened hereinafter to processes) refer to firms' internal routines that indicate manner in which things are processed and denote current customs and learning patterns. The term positions refers to particular assets held at current point in time, such as technologies, intellectual property, complementary assets, a customer base, and external relationships with partners and suppliers. The term refers to strategic alternatives adopted by a firm as well as any increasing returns and attendant path dependencies. Processes comprise both and paths (Teece et al., 1997, p. 518).Moreover, the essence of a firm's competence and dynamic capabilities is......resident in firm's organizational processes (Teece et al., 1997, p. 524). These have three roles: (a) coordination and integration, (b) learning, and (c) reconfiguration and transformation. Coordination and integration are described as static concepts, learning is a dynamic concept, and reconfiguration and transformation are transformational concepts (Teece et al., 1997, p. 518). Thus, source of confusion in dynamic capabilities theory is inclusion of static concepts, such as coordination and integration.Furthermore, with regard to (a) coordination and integration, Teece et al. (1997) cite studies by Clark and Fujimoto (1991) and Womack, Jones, and Roos (1991) when giving examples of routines for coordination, lean production systems, and relationships with strategic alliances and suppliers. With regard to (b) learning, they describe it as a process whereby tasks can be done better and faster through repetition and testing. With regard to (c), reconfiguration and transformation, however, they provide no examples and, without providing any specifics, only say that these are competencies of reconfiguration and accomplish. …

基于动态能力的互联网企业竞争优势探析

随着互联网技术的进步和市场环境的变化，动态能力的应用对于互联网企业获取并维持竞争优势具有十分至关重要的作用。本文在整合国内外关于动态能力概念及分析框架的基础上，结合互联网企业的特征，对互联网企业的动态能力进行研究。同时，基于动态能力视角和竞争优势视角分析了互联网企业和动态能力之间的联系。认为互联网企业动态能力的三维度构架可以划分为识别机会、整合资源和创新发展。最后提出了互联网企业通过发展动态能力实现竞争优势的途径，即创新企业文化、变革组织形式和知识联盟。 With the development of Internet technology and the change of market environment, the application of dynamic capability is significant for the Internet enterprises to obtain and maintain the competitive advantage. Based on the integration of the concept of dynamic capability and the division of dimensions, this paper focuses on the dynamic capability of Internet enterprises in combination with the characteristics of Internet companies. At the same time, this paper analyzes the relationship between Internet companies and dynamic capabilities based on the dynamic capability perspective and competitive advantage perspective. The three-dimensional framework of dynamic capability of Internet companies can be divided into recognition opportunities, integration of resources and innovation and development. At last, it puts forward the way to realize the competitive advantage by developing the dynamic capability of the Internet enterprise, which is to innovate the enterprise culture, and transform the organization form and knowledge alliance.

Leveraging Knowledge Processes for Building Higher-Order Dynamic CapabilitiesAn Empirical Evidence from It Sector in India

The study aims to integrate the two prominent Views of Strategic Management namely Dynamic Capability View and Knowledge-Based View and posit a Knowledge-Based View to the capabilities of an organization by establishing a relationship between Knowledge Management Processes and Higher-Order Dynamic Capabilities. The paper makes an attempt to supplement the strategically oriented concept of dynamic capabilities with Knowledge Processes of a firm by suggesting that Knowledge Processes can be leveraged to build advanced capabilities like Adaptability, Absorptiveness and Innovativeness. It was concluded that the three Knowledge Processes namely Knowledge Acquisition, Knowledge Conversion and Knowledge Application are critical for the development of Higher-Order Dynamic Capabilities of a firm. The research also focuses on evaluating organizations in the IT sector operating in India in light of the knowledgebased view of capabilities of dynamism and suggests strategies for enhancing the knowledge orientation and thus improving the capabilities of organizations.

Can Dynamic Capabilities be Developed Using Workplace E-learning Processes?

In this paper, we discuss how an organisation's e-learning processes might reflect and contribute to the development of dynamic capabilities. We offer a definition of the dynamic capabilities concept and a model of how they are developed and discuss its component constructs, organisational learning and ambidexterity. We also suggest that the microfoundations of dynamic capabilities can be understood in the context of an organisation's e-learning processes. Using Teece's (2007) sensing, seizing and transforming framework, we present a set of empirically testable propositions that suggest how an organisation's e-learning processes can support the development of dynamic capabilities. This article contributes to the literature by laying out a path for investigating the microfoundations of dynamic capabilities by exploring a specific learning process. Copyright © 2016 John Wiley & Sons, Ltd.

Organizational dynamic capabilities impact on changes in supply chain

As global competition is growing at an enormous speed, companies, operating in supply chains of various complexities are forced to look for sources of competitive advantages not only outside, but mostly inside themselves. Numerous sources of scientific literature on the subject propose that namely dynamic capabilities have become one of the most important players in this global competition game. The analysis carried out, revealed that concepts of organizational dynamic capabilities and supply chain are closely related and affected by one another. This paper proposes a universal model of impact of dynamic capabilities of organizations on changes in the stages of supply chain. The main purpose of the article is to complete a theoretical analysis of supply chain and dynamic capabilities, to create and to verify theoretical model, seeking to identify which organizational dynamic capabilities impact the changes on the stages of supply chain mostly. While carrying out the research the following general research methods have been employed: systematic, comparative and logical analysis of the scientific literature, modeling, focus group, survey (questionnaire interview), grouping and detailing. The core results of the study could be revealed as following: the impact of dynamic capabilities on changes in the stages of supply chain of the examined companies is mostly influenced by: prevailing teamwork and leadership culture; strict regulation of labour relationships and duties, which implies poor significance of sensing and integrating; miscommunication between organization units, the problem of asymmetric information, surplus administrative procedures and other.

Competitive Advantage in a Digital World: Toward an Information-Based View of the Firm

We develop an information-based perspective on organizational sources of competitive advantage, linking information quality theory to key tenets of strategic management. Competitive advantage resides in the capacity to sense and make sense of information, and to grow this capacity over time. We test the model through a global multi-industry dataset of 7501 respondents. We find that information and management processes can be considered strategic resources and capabilities with direct effects on performance. Furthermore, high-performing firms exhibit complementarities between information resources and capabilities that low performers do not, consistent with the concept of dynamic capabilities. Finally, we exploit a key design feature of the dataset to show that information resources are more important in domains high in explicit information content while capabilities are more important to domains higher in tacit information. This information-based view provides strategic guidance to organizations as they learn to address the ever-changing digital information reality.

Dynamic Capabilities in Supply Chain Management

This paper is a theoretical analysis, opening with the introduction where the problem of the research, the object of the research, the purpose of the research and the research methods are described. The analysis revealed that the market situation, organization supply chains face today, differs a lot from the situation years ago. The role of dynamic capabilities has steadily increased with the effect that supply chains became longer and more complex. The competition has got stronger due to the fact that barriers to trade have been gradually reduced. The main object of this article is the dynamic capabilities in supply chain management. The principal purpose of the article is systemization and thorough description of the knowledge and information (found in a large number of sources) about the dynamic capabilities, dynamic capabilities concept, to present a coherent overview on such aspects of logistics as: supply chain, supply chain management.

Dynamic Capabilities, Innovation and Organizational Learning: Interrelations and Impact on Firm Performance

Scholars state that various difficulties emerge in attempts to empirically measure the concept of dynamic capabilities and its relationship with the other variables. As Arend and Bromiley (2009) asserted, a dynamic capabilities perspective offers an incomplete theory, employing a variety of concepts without clearly defining its domain of relevance. It could be assumed that conceptual model of dynamic capabilities and its interdependence with other significant variables could offer an explanation as to why some companies achieve competitive advantage in a volatile environment while others do not. Thus, the purpose of this paper is to contribute to the field of respective research in explaining, what is the relation between dynamic capabilities, organizational learning and innovations and what impact the latter relations have on firm performance. Through the review of the findings of other researchers, authors provide theoretical model, and set the foundation for further empirical testing.

Dynamic Capabilities and Strategic Entrepreneurship: A Study of Sri Lankan SMEs

Strategic entrepreneurship has been widely acknowledged as the appropriate context representing the way of creating value in business organization. However, yet we do not fully understand the process of strategic entrepreneurship or elements of it that give rise to them and as such strategic entrepreneurship remains in need of further explanation. This study primary believes that any concept or business model is required to address the dynamic changes in the markets. Thus, this study explains the dynamic capability concept and its role in perpetuating entrepreneurial and strategic actions in the SMEs. The dynamic view of resource based theory is adopted from firm level framework used to identify the unique bundle of dynamic capabilities that promote firm’s entrepreneurial and strategic actions. The identified framework was validated from the empirical data gathered through the explorative questionnaire survey of 488 manufacturing SMEs in Sri Lanka. The finding suggests that SMEs are better able to address market challenges when they have strong dynamic abilities that engaged them in strategic entrepreneurship. The study thus encourages SMEs to create and develop dynamic capabilities, not only because it sustains their livelihood over generation, but because it also facilitates the entrepreneurial and strategic actions in creating the firm’s wealth.

KOMPETENCJE DYNAMICZNE JAKO CZYNNIK PRZEWAGI KONKURENCYJNEJ PRZEDSIĘBIORSTWA MEDIALNEGO

The dynamic capabilities concept is rooted in the resource based view (RBV), which is the leading direction in strategic management research. The purpose of the article is to present fundamental approaches to the dynamic capabilities framework and its origin. On the basis of the media management theory dominant premises of distinctness of media management are described. The major reasons for the evolution of media industry are also presented. The article discusses selection of papers presenting research on the influence of dynamic capabilities on competitive advantage in case of media companies.