Dynamic capabilities: interrelations and distinct effects on performance in low and high competitive intensity environments

Markovich, Amiram; Efrat, Kalanit; Raban, Daphne R.

doi:10.1108/bjm-10-2020-0367

Cited by 10 publications

(8 citation statements)

References 67 publications

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“…Our results show that OCs are indeed strongly related to GP and that EO and DMCs strongly antecede OCs, in line with their theoretical formulation [3,25,26]. However, CI is not a significant moderator in any relationship with GP, at any level of CI, determined through a marginal effects analysis [27][28][29]. Finally, the DMC's and EO's relationships with GP are entirely mediated by OCs.…”

Section: Introductionsupporting

confidence: 81%

“…While we concluded that age was not a significant control and CI a nonsignificant or non-substantive moderator, further studies should consider other environmental variables. Market and technological turbulence have long since been a staple moderator within models considering DCs [28,40,115], although little research exists about them with consideration to microenterprises. Despite having reason to believe these findings are generalizable to similar institutional environments, further empirical confirmation is needed on this front.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

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How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

Alves

Carvalho

2022

Sustainability

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Microenterprises’ internal capability landscape and how it relates to the firms’ global performance (GP) is sparsely studied and understood. Discrete relationships between a capability and GP may have some empirical evidence, but how microenterprises’ capabilities quantitatively relate to each other and together to GP still had no answer. Our model investigates the impact of dynamic managerial capabilities (DMCs) and entrepreneurial orientation (EO) on operational capabilities (OCs), and of those on GP, moderated by competitive intensity (CI). The data were acquired in a survey by questionnaire to 402 Portuguese microenterprises and treated using covariance-based structural equation modeling. We confirm that DMCs and EO have a positive, statistically significant, and substantive impact on OCs, explaining over half its variance, where any relation to GP is fully mediated by OCs. Furthermore, we found that OCs hold a positive, statistically significant, and substantive impact on GP, explaining nearly a quarter of its variance. CI as a moderator, with a marginal effects analysis, shows limited significance in a short range of values and never any substantive significance. Our results highlight that, for a healthy microenterprise business ecosystem, a great deal of attention and capacitation must be given to microenterprises’ managers, specifically their DMCs, EO, and, eventually, OCs.

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Section: Introductionsupporting

confidence: 81%

Section: Limitations and Future Researchmentioning

confidence: 99%

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

Alves

Carvalho

2022

Sustainability

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“…Second, unlike previous studies that explored individual dynamic capabilities (Bingham, Heimeriks, Schijven, & Gates, 2015), our research provides insights into the links among dynamic capabilities. Previous studies found no direct impact of sensing on performance (Markovich, Efrat, & Raban, 2021), but we conclude that the true value of sensing is its mediation of the effect of information sources on seizing and reconfiguring, both of which have been shown to enhance firms' performance (Wilden et al, 2013). In this respect, we advance on Bingham et al, (2015) in explaining the development of all three types of dynamic capabilities in parallel, based on sensing.…”

Section: Theoretical Implicationsmentioning

confidence: 77%

“…Dynamic capabilities are second-order organizational capabilities aimed at achieving competitive advantage through generating and modifying firms' routines and practices (Zollo & Winter, 2002). Dynamic capabilities are especially relevant for achieving sustainable competitive advantage and maximizing long-term performance in changing and turbulent environments (Arndt & Bach, 2015;Corner & Kearins, 2018;Efrat, Hughes, Nemkova, Souchon, & Sy-Changco, 2018;Markovich, Efrat, & Raban, 2021;Teece, 2007Teece, , 2012Teece, , 2018aTeece, , 2018bTorres, Sidorova, & Jones, 2018;Wang & Ahmed, 2007;Williamson, 2016). They 'enable the firm to integrate, build, and reconfigure internal and external resources to maintain leadership in continually shifting business environments' (Teece, 2014, p. 329).…”

Section: Introductionmentioning

confidence: 99%

Tailoring competitive information sources to the sequence of dynamic capabilities

Markovich

Raban²,

Efrat³

2022

Journal of Management & Organization

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Dynamic capabilities are central to firms' strategic decision-making and have received increasing attention in recent years due, in part, to the development of the information society. This research explores how web-based and human information sources interact and advance the development of dynamic capabilities. We use a mixed-methods approach executed in two studies. Study 1 reports insights gleaned from in-depth interviews with 12 senior managers. Study 2 provides the findings from a survey completed by 139 senior managers. The analysis indicates that the use of web-based and human information sources facilitates all dynamic capabilities types – sensing, seizing, and reconfiguring. Furthermore, sensing mediates the effects of the information sources on seizing and reconfiguring. This research highlights the strategic potential of using business information sources to advance dynamic capabilities while differentiating between the most commonly used information sources and inspecting their individual and synergistic effects on the advancement of dynamic capabilities.

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“…Although challenging, the firms good in alliance management can realize the potential benefits of a given alliance (Markovich et al , 2021; Schilke, 2014). Therefore, a research stream emerges focusing on how a focal firm can develop and augment its “capabilities” of managing alliances [1] effectively, and what effect these capabilities have on alliance performance (Kauppila, 2015).…”

Section: Introductionmentioning

confidence: 99%

Alliance learning process and alliance success: the moderating role of openness

Waheed

Shafiq

Mirza³

2022

JABS

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Purpose Industry and academia are interested to understand how companies develop alliance capabilities through managing the knowledge, for alliance success. This study aims to investigate how alliance learning process is related to the overall success of any alliance, and how openness culture moderates the relationship of alliance learning process and alliance success. Design/methodology/approach English language questionnaires were sent to top executives of 400 companies because English is a commonly understood language at managerial level in Pakistani companies. In total, 186 usable answers were received. Hierarchical linear regression was used for hypothesis testing. Findings Alliance learning is significantly and positively related to alliance success. Openness plays a role as moderator between the relationship of alliance learning process and alliance success. Contrary to the literature, at low level of alliance learning, high level of openness increases the chances of alliance but as we move toward high level of alliance leaning, low level of openness is more effective to achieve the alliance success. Research limitations/implications The data in this study was collected from Pakistan. The results may not be generalized to other regions, especially to developed countries. Practical implications The results have implications for managers involved in alliances. They can be benefitted by this study to understand the role of alliance (knowledge) learning process on alliance success and contingent role of openness on this relationship. Originality/value This study is an important contribution to understand the notion of organizational learning and knowledge management in alliance context. To the best of the authors’ knowledge, this is the first study to investigate openness as a moderator of the relationship between alliance learning process and alliance success.

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Dynamic capabilities: interrelations and distinct effects on performance in low and high competitive intensity environments

Cited by 10 publications

References 67 publications

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

How Dynamic Managerial Capabilities, Entrepreneurial Orientation, and Operational Capabilities Impact Microenterprises’ Global Performance

Tailoring competitive information sources to the sequence of dynamic capabilities

Alliance learning process and alliance success: the moderating role of openness

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