The contribution of dynamic capabilities (DCs) to firm performance remains unclear and at the centre of debate. Based on a systematic literature review of 92 quantitative articles, the purpose is to explore how the DC–performance relationship have and should be assessed in the future. The most promising approach seems to be indirect, as it appears that DCs primarily causes change and intermediate outcomes, though far from being the most hypothesized relationship. Moreover, investigations employ a continuum of conceptualizations, ranging from very specific DCs to generic sets with theoretical divergences and overlapping. The same applies to the varied performance measures adopted, evidencing that the literature still has a long way to go. Based on a structured synthesis and analysis of existing studies, a conceptual model, recommendations and future avenues are proposed, along with areas of attention, which have both managerial and practical relevance, contributing to advancement within this research stream.

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Purpose This study aims to understand to what extent family firms engage in and understand the importance of cooperation whilst analysing the underlying barriers that may restrain cooperative engagement. Design/methodology/approach Considering the purpose of this study, a qualitative exploratory approach is adopted, using a multiple case study methodology, consisting of four cases. Thus, interviews were chosen as the source of data collection, as this allows proximity and involvement with those with power to engage in cooperation. Findings The results highlight that family business particularities seem to have an aggravating effect on the general barriers to cooperative engagement. Managerial characteristics such as risk aversion, concern about independence and emotional attachment to the business, along with a lack of qualified knowledge, seem to be the most salient obstacles. Practical implications Interfirm cooperation has become more vital for organizational success. However, empirical contributions regarding the barriers to engaging in cooperation, especially within a family business context, are limited. This study seeks to present theoretical barriers to engaging in interfirm cooperation and effectively link them within a family business context. Originality/value Being structured around the underlying challenges for interfirm cooperation, this paper contributes to advancing this specific research stream and presents practical contributions for managers for more effective implementation.