Dynamic capabilities in new product development – the role of operational capabilities

Kunanoppadol, Jarut; Igel, Barbara

doi:10.1108/jsma-10-2022-0187

Cited by 5 publications

(18 citation statements)

References 94 publications

(239 reference statements)

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“…Using DCs theory, we demonstrate the convergence between ordinary and higher-order capabilities for MSMEs (Kunanoppadol and Igel, 2023; Zahra and George, 2002; Zahra et al. , 2006) in facilitating their recovery during COVID-19 when OL is high.…”

Section: Discussionmentioning

confidence: 99%

“…Without learning capability, MSMEs are unable to transform DCs into OCs. Second , existing studies present positive relationships between DCs and OCs for large firms (Kunanoppadol and Igel, 2023; Mikalef et al. , 2020; Protogerou et al.…”

Section: Introductionmentioning

confidence: 98%

“…, 2007; Kachouie et al. , 2018, 2022), including acquiring new TCs and/or MCs (Kunanoppadol and Igel, 2023; Protogerou et al. , 2012).…”

Section: Introductionmentioning

confidence: 99%

“…Wilden and Gudergan (2017) hypothesize that DCs have a direct relationship with TCs but an indirect relationship with MCs via a service-dominant orientation. Others (Kunanoppadol and Igel, 2023; Mikalef et al. , 2020; Protogerou et al.…”

Section: Introductionmentioning

confidence: 99%

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Dynamic, technological and marketing capabilities in MSMEs’ recovery from COVID-19 – the moderating role of organizational learning

Prayag,

Chowdhury,

Ozanne

2024

APJML

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PurposeUsing dynamic capabilities (DCs) theory, the authors assess whether micro, small and medium-sized enterprises (MSMEs) can leverage DCs to improve operational capabilities (OCs) during the COVID-19 pandemic. The authors also identify whether organizational learning (OL) affects the relationship between DCs and OCs.Design/methodology/approachThe authors test these propositions on a sample of 419 MSMEs from Australia and New Zealand.FindingsDCs have no direct effect on OCs, technological or marketing capabilities (TCs or MCs). OL moderates the effect of DCs on both TCs and MCs.Research limitations/implicationsThe study assesses only MCs and TCs as OCs and does not explicitly measure pandemic impacts on organizations. However, the results illustrate the importance of OL during crises for recovery purposes.Practical implicationsManagers can use the findings to improve structure, processes and knowledge management emanating from MCs and TCs within organizations impacted by the COVID-19 pandemic.Originality/valueThe authors use a multi-dimensional measure of OL and show that during the pandemic, OL is a critical factor that allows organizations to transform the benefits conferred by DCs into MCs and TCs.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 98%

“…, 2007; Kachouie et al. , 2018, 2022), including acquiring new TCs and/or MCs (Kunanoppadol and Igel, 2023; Protogerou et al. , 2012).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Dynamic, technological and marketing capabilities in MSMEs’ recovery from COVID-19 – the moderating role of organizational learning

Prayag,

Chowdhury,

Ozanne

2024

APJML

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“…The literature on operating and dynamic capabilities is scarce [21] and is focused more on innovation. In an attempt to describe capabilities, we try to review studies that will enable us to propose a measurement model and thus research hypotheses.…”

Section: Related Literaturementioning

confidence: 99%

Operating and Dynamic Capabilities and Their Impact on Operating and Business Performance

Prester

2023

Sustainability

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This work verified, through confirmatory factor analysis, a new measurement model for measuring dynamic capabilities based on current propositions in the literature, using a database of 1008 manufacturing sites from 16 countries. The indirect and direct effects of dynamic capabilities on ordinary capabilities and operating and business performance were also checked. In particular, we tested whether there were any mediating or moderating effects between ordinary and dynamic capabilities on operating and business performance. All the tests were performed through SEM in AMOS and OLS in SPSS. Additionally, a Heckman two-step procedure was performed. The proposed measurement model shows a good fit, meaning that it can be used for further exploring the interplay of ordinary and dynamic capabilities. The mediating and moderating effects of dynamic capabilities measured showed only partial mediation and only low and nonsignificant levels of moderation, meaning that further analysis of their interrelationships on performance should be investigated. Measurement models for dynamic capabilities are especially scarce. Virtually no work deals with dynamic capabilities in the field of operations management; yet it is exactly by means of operations that one can verify the dynamic capabilities being used and what benefits they bring.

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Moderating effect of dynamic capabilities on the relationship between lean practices and operational performance

Liu,

Wang,

Niu

et al. 2024

IJLSS

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Purpose The view that dynamic capabilities theory can help explain how lean organizations improve has been put forward by scholars. However, there is still a lack of research on the matching relationship between the application of lean practice and the internal elements of enterprise organization from the perspective of dynamic capabilities. The purpose of this study is to validate the moderating effect of dynamic capabilities on the relationship between lean practices and operational performance. Design/methodology/approach This study used the method of survey and empirical research to collect sample data from 263 enterprises in China. Through literature review, this study put forward the moderating hypotheses around dynamic capabilities, lean practices and operation performance and used the method of regression analysis to validate these hypotheses. Findings The results showed that dynamic capabilities have a partially moderating effect on the application of lean practices. Specifically, dynamic capabilities have a significant moderating effect on the relationship between just-in-time, total quality management, total preventive maintenance and operational performance, while dynamic capabilities have no significant moderating effect on the relationship between human resource management and operational performance. Originality/value The research conclusion complements and enriches the lean practices literature from the perspective of dynamic capabilities. Existing studies mainly focus on the moderating role of external environmental factors, while there is a lack of empirical research on the role of dynamic capabilities in lean practices literature. The research results will help enterprises further understand the matching relationship between lean practices and dynamic capabilities and then improve the success of lean practices application.

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Dynamic capabilities in new product development – the role of operational capabilities

Cited by 5 publications

References 94 publications

Dynamic, technological and marketing capabilities in MSMEs’ recovery from COVID-19 – the moderating role of organizational learning

Dynamic, technological and marketing capabilities in MSMEs’ recovery from COVID-19 – the moderating role of organizational learning

Operating and Dynamic Capabilities and Their Impact on Operating and Business Performance

Moderating effect of dynamic capabilities on the relationship between lean practices and operational performance

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