Building Dynamic Capabilities of Adaptation and Innovation: A Study of Micro-Foundations in a Transition Economy

Introducing the religio-centric positional advantage to Indonesian small businesses

“…When market innovation is considered as a special ability to achieve positional advantage and business performance (Carbonell and Rodriguez, 2006;Naidoo, 2010), the innovation can be identified directly using the concept of innovation dynamic capabilities, where it is an exploration and path creation to develop a unique ability. An organization which develops dynamic innovation capabilities has the potential to save sustainable competitive advantage more than its competitors (Dixon et al, 2014). For example, in accordance with harmonizing a product with the market environment, a business needs to do creative innovative actions in the process of creating a new product.…”

Microfoundations of dynamic capabilities for innovation: a review and research agenda

“…This matches a focus on dynamic capability building as fostering creative performance behaviours directed towards achieving organisational goals (Montag et al, 2012). The linkage between innovation and dynamic capability is therefore important, although further understanding and application have been prevented by the abstract, intractable and complex notion of the dynamic capability concept (Dixon et al, 2014;Wang et al, 2015).…”

“…Early work by Lawson and Samson (2001) proposed innovation capability as a higher-order integration capability, that is, the ability to mould and manage multiple capabilities. Dixon et al's (2014) qualitative study explores the development of dynamic capability for innovation in a Russian oil refinery. According to these authors, innovation capability can be conceptualised as 'a form of dynamic capability' (p. 187).…”

International strategies of emerging market multinationals: A dynamic capabilities perspective

“…First, we connect the literature on internationalization of EMNCs (Deng, 2012;Liu & Deng, 2014;Lebedev et al, 2015) with recent advances in dynamic capability theory (Peteraf, Stefano, & Verona, 2013;Galvin, Rice, & Liao, 2014;Teece, 2014;Wilden, Devinney, & Dowling, 2016). While dynamic capabilities research now occupies center stage in the field of strategic management, we have limited knowledge when it comes to how dynamic capabilities shape EMNCs' internationalization strategies (Deng, 2013;Dixon, Meyer, & Day, 2014;Li & Deng, 2017). By applying dynamic capability theory to the internationalization of EMNCs from mid-range economies, our analyses reinforce the view that dynamic capabilities matter even more today, as a much wider range of these EMNCs are embarking on accelerated Ping Deng, Yang Liu, Vickie Coleman Gallagher and Xiaojie Wu internationalization without solid firm-specific advantages when facing complex institutional and market environments (Guillén and García-Canal, 2009;Xia et al, 2013;Child & Marinova, 2014).…”