A Dynamic Capabilities Perspective of High-Growth Firms: Organizational Aspects

Abstract

Drawing on interviews conducted at five Hungarian high-growth firms (HGFs), this paper discusses how dynamic capabilities shape the outcome of HGFs’ efforts to meet the managerial challenges posed by rapid growth. HGFs are investigated in the context of a relatively under-researched country: Hungary. The research demonstrates that dynamic capabilities have strong explanatory power for the surveyed companies’ achievements, in a similar manner to what is established in the literature on HGFs in advanced economies. The micro-mechanisms of DC’ deployment is explored by investigating the organizational solutions implemented at the surveyed firms in response to emerging growth-related problems. These responses were found to be similar across the sample. The recurrent growth-related reconfiguration of organizational structures and introduction of various organizational innovations were the result of systematically developed DC and non-abating organizational learning.

Hungarian international new ventures – Market selection and the role of networks in early internationalisation

“…Their internationalisation success is based on their innovativeness, which is partly a heritage from the break-up of large stateowned companies in the industry, partly related to strong R&D activity in the field in Hungarian universities. Szalavetz (2015) analysed in detail one Hungarian company case, emphasizing the importance of industry-specific factors, "deviating" and delaying the internationalisation of a potential born global firm.…”

“…An increasing number of business news, reports and articles document and analyse the existence and characteristics of companies in Central and Eastern Europe , which soon after their establishment began growing and/or internationalising very rapidly (see for example Jarosińki 2014; Zbierowski 2014; Sliwinski -Sliwinska 2014; Nowinski -Rialp 2013; Kiss et al 2012;Lamotte -Colovic 2015;Danik et al 2016;Vissak 2007). There have been such cases reported in Hungary as well (Czakó -Könczöl 2014;Békés -Muraközy 2012;Némethné Pál 2010), and a few "born global" firms have also been identified (Sass 2012;Szalavetz 2015).…”

Ipar 4.0-technológiák és a magyarországi fejlődés-felzárkózás hajtóerőinek megváltozása – gazdaságpolitikai tanulságok

“…Ami ez utóbbit illeti, gyakran előfordul például, hogy mikroszintű megközelítést alkalmazó (vállalati esettanulmányokra támaszkodó) elemzések az ellenkező eredményre jutnak, mint ha ugyanazt a kérdést makrogazdasági megközelítéssel válaszolnák meg. Sikeres magyarországi technológiai startup cégek stratégiáját elemző cikkekből (Kozma-Sass, 2019, Szalavetz, 2015 nem derül ki például, hogy milyen jelentős lemaradásban van Magyarország a technológiaorientált vállalkozások teljesítménye tekintetében (Autio és szerzőtársai, 2018, Szerb és szerzőtársai, 2018.…”