Building a scale for dynamic learning capabilities: The role of resources, learning, competitive intent and routine patterning

Abstract

Those researching organizational capabilities have largely accepted that the most fundamental operational capabilities form a hierarchy ranging from the lower-order dynamic functional to higherorder dynamic learning capabilities. Measurability has advantaged the first two types, resulting in numerous operationalized measurement scales. Yet at the strategic level, higher-order capabilities remain unmeasured, thus perpetuating issues of causal ambiguity. This paper responds by developing and presenting a measurement scale of dynamic learning capabilities (DLCs). Using multiple sources of data, we follow a five-step process to propose to measure and then validate a reliable scale consisting of three subscales. These subscales complement and thus extend the existing exploration and exploitation learning subscales. This predictive validity is further supported by relating all our subscales to perceived performance. Employing this dedicated new scale will enhance both the validity of studies on higher-order dynamic capabilities and the understanding of how firms create and use capabilities to drive performance.

Building tourism organizational resilience to crises and disasters: A dynamic capabilities view

“…Measurement scales: dynamic capabilities (Pavlou & El Sawy, ); proactive capabilities and resource integration (Battisti & Deakins, ); dynamic learning capabilities scales (Verreynne et al, ); exploratory versus exploitative innovation (Jansen et al, ); reactive capabilities (Baker & Nelson, ; Brockner & James, ); and slack (Danneels, )…”

“…Interviews over a longer period (1-2 years) + survey testing Secondary information, for example, organizations' existing operating procedures and new safety management manuals Measurement scales: dynamic capabilities (Pavlou & El Sawy, 2011); proactive capabilities and resource integration (Battisti & Deakins, 2017); dynamic learning capabilities scales (Verreynne, Hine, Coote, & Parker, 2016); exploratory versus exploitative innovation (Jansen, Bosch, & Volberda, 2005); and reactive capabilities (Baker & Nelson, 2005;Brockner & James, 2008) Nelson and Winter (1982), Metcalfe (1998), Lewontin (1974), and Brandon (1990) P2: The interactive relationship between dynamic capabilities and slack resources supports organizations to convert existing operational routines into new operational routines Dynamic capabilities:…”

“…• Integration and coordinating capabilities Teece et al (1997), Nieves and Haller (2014), Wang, Senaratne, and Rafiq (2015), and Verreynne et al (2016) Slack resources:…”

“…• Reactive capabilities, for example, problem solving, and problem analysis capabilities Interviews + survey testing Measurement scales: dynamic capabilities (Pavlou & El Sawy, 2011); proactive capabilities and resource integration (Battisti & Deakins, 2017); dynamic learning capabilities scales (Verreynne et al, 2016); exploratory versus exploitative innovation (Jansen et al, 2005); reactive capabilities (Baker & Nelson, 2005;Brockner & James, 2008);…”

Incidencia de las Prácticas de Gestión del Conocimiento sobre la Creatividad Organizacional

“…Por lo tanto, es fundamental una cultura organizacional que lleve a los miembros de la organización a tener una permanente búsqueda de la mejora continua y un clima propicio para el aprendizaje (Ahmed et al, 1999;Verreynne et al, 2016). Con base en lo expuesto anteriormente, se plantea la segunda hipótesis de estudio: H2 : Las prácticas de aprendizaje continuo inciden sobre la creatividad organizacional…”