Dynamic Capabilities View: Foundations and Research Agenda

Çavuşgil, Erin; Seggie, Steven H.; Talay, M. Berk

doi:10.2753/mtp1069-6679150205

Cited by 92 publications

(69 citation statements)

References 21 publications

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“…Capabilities in acquiring and transforming tangible and intangible resources are considered as an important determinant of value creation and competitive advantage (Hunt & Morgan, 1995;Hunt & Morgan, 2005;Morgan, 2012;Wang et al, 2013;Kozlenkova et al, 2014). In increasingly fragmented and dynamic markets (Cavusgil et al, 2007), dynamic capabilities of utilising market knowledge become crucial to technological innovation (Bruni & Verona, 2009). Thus, dynamic marketing capabilities are defined in terms of absorptive capacity and knowledge management (BarralesMolina et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

Revisiting the relationship between marketing capabilities and firm performance: The moderating role of market orientation, marketing strategy and organisational power

Cacciolatti

Lee

2016

Journal of Business Research

136

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Section: Introductionmentioning

confidence: 99%

Revisiting the relationship between marketing capabilities and firm performance: The moderating role of market orientation, marketing strategy and organisational power

Cacciolatti

Lee

2016

Journal of Business Research

136

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“…The theoretical background informing this study draws from a dynamic capability view (DCV) theory which, in essence, is an extension of the resource-based view of the firm, which highlights how the firm develops and sustains competitive advantage and superior profitability (Cavusgil, Seggie & Talay, 2007). As an extension, the DCV stresses the key role of management to appropriately adjust, integrate and reshape organisational skills and resources as well as internal and external functional competences (Borch & Madsen, 2007).…”

Section: Literature Review Dynamic Capabilities View Theory (Dvc)mentioning

confidence: 99%

Dynamic Capabilities as Determinants of Supply Chain Performance in Small to Medium Enterprises in Gauteng Province

Lavhelani¹,

Omoruyi²,

Chinomona³

2018

JEBS

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Abstract:The objective of the study is to investigate dynamic capabilities, service quality and relationship longevity as determinates of supply chain performance in small to medium enterprises in Gauteng province by focusing on small and medium enterprises in the Vaal region. The study will contribute to the body of knowledge by addressing dynamic capabilities as determinates of supply chain performance in small to medium enterprises. The study employs a quantitative method of data collection. Permission was sought from SME owners. Once permission was granted, the questionnaires were sent out to SME owners. A total 425 participates were chosen to participate in this study. The researcher used the Statistical Package for the Social Sciences (SPSS 24.0) and Analysis of Moment Structures (AMOS 24.0) to analyse the data. Sample data from SME owners/managersof Vaal region was collected for the final data analysis of this project. The sample data were analysed by performing a confirmatory factor analysis (CFA) and structural equation modelling (SEM). The principal finding of this study reveals that dynamic capabilities, relationship longevity and service quality have an impact on supply chain performance. The conclusions and implications of the research findings are provided and recommendations are suggested.

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“…The development of the strategy literature on how firms gain and maintain competitive advantage has come a long way (Cavusgil, Seggie & Talay, 2007). The resource-based view has provided a rich theoretical foundation for understanding how to achieve and sustain competitive advantage for enterprises (Barney, 1991;Penrose, 1959).…”

Section: Marketing Dynamic Capabilitiesmentioning

confidence: 99%

Effects of Political and Business Ties on Developing Marketing Dynamic Capabilities in Emerging Economies: The Evidence from Russia

Khantimirov¹

2014

AJBM

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Since the effects of the institutional environment and its non-market factors have not been thoroughly explored within the relatively new domain of marketing dynamic capabilities (MDCs), this paper advances our understanding of the phenomenon by assessing whether political and business ties of MNEs may serve as the driving forces behind the development of MDCs. The findings demonstrate that managerial ties have a major impact on development of MDCs within an MNE's subsidiary in emerging markets. In essence, this paper argues for an institutionally contextualized "Dynamic Capabilities" approach by proposing that ties may compensate for institutional voids in emerging economies.

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Dynamic Capabilities View: Foundations and Research Agenda

Cited by 92 publications

References 21 publications

Revisiting the relationship between marketing capabilities and firm performance: The moderating role of market orientation, marketing strategy and organisational power

Revisiting the relationship between marketing capabilities and firm performance: The moderating role of market orientation, marketing strategy and organisational power

Dynamic Capabilities as Determinants of Supply Chain Performance in Small to Medium Enterprises in Gauteng Province

Effects of Political and Business Ties on Developing Marketing Dynamic Capabilities in Emerging Economies: The Evidence from Russia

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