“Outside in”: Global demand heterogeneity and dynamic capabilities of multinational enterprises

Zhang, Xiao; Xie, Luqun; Li, Jiatao; Li, Cheng

doi:10.1057/s41267-019-00252-6

Cited by 37 publications

(21 citation statements)

References 93 publications

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Section: Theoretical Background and Propositionsmentioning

confidence: 99%

“…Gumusluoglu and Acur (2016), in contrast, conceptualized DCs as a construct with three dimensions (i.e. sensing, seizing and reconfiguring) modelled directly as antecedents to performance without looking at the interrelations between the processes (Liu and Hsu, 2011;Zhang et al, 2019). Barreto (2010) argues that DCs should be viewed as an aggregate multidimensional construct (Edwards, 2001) and examined the construct as a single theoretical concept.…”

Section: Firm Lifecycle and Dcsmentioning

confidence: 99%

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Dynamic capabilities configurations: the firm lifecycle and the interplay of DC dimensions

Páez

Pinho

Prange

2022

IJEBR

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PurposeDynamic capabilities (DCs) upgrade operational capabilities. However, DC dimensions of sensing, seizing and reconfiguring may combine in different configurations that result in alternative outcomes, depending on the firm's lifecycle stage. The purpose of this research is to explore configurations of DC dimensions during different stages of firms' lifecycles that result in operational marketing and technological capabilities.Design/methodology/approachGiven the limited understanding of how DC dimensions and operational capabilities interact across a firm's lifecycle, the authors employed a multi-method approach to understand whether different configurations of DC dimensions may lead to operational marketing and technological capabilities and how the firm's lifecycle may condition these configurations. The authors first apply PLS path modelling to assess the validity and reliability of the measures. Then, the authors use fuzzy-set qualitative comparative analysis (fsQCA) to analyse micro, small and medium-sized enterprises (SMEs) in different growth stages operating in the creative industry within highly competitive and fast-changing environments.FindingsResults show that several configurations of DC dimensions and competitive intensity influence marketing and technological capabilities. Although several configurations include sensing, seizing and reconfiguring, the findings also point to configurations where not all DC dimensions are present.Practical implicationsImproving operational capabilities does not necessarily imply a simultaneous presence of all three DC dimensions. Especially in the growth stage, managers that face resources shortage may only focus on sensing and seizing dimensions when developing marketing capabilities.Originality/valueThis research focuses on configurations of DC dimensions (instead of configurations of different types of DCs) that generate diverse marketing and technological capabilities development paths. The authors provide several equifinal configurations of DC dimensions that lead to operational marketing and technological capabilities. This study contributes to disentangling DCs and their dimensions across different lifecycle stages.

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Section: Theoretical Background and Propositionsmentioning

confidence: 99%

Section: Firm Lifecycle and Dcsmentioning

confidence: 99%

Dynamic capabilities configurations: the firm lifecycle and the interplay of DC dimensions

Páez

Pinho

Prange

2022

IJEBR

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“…To counter lack of foreign market knowledge, OSCs facilitate SMEs to identify market opportunities, whereas strategic adaptiveness facilitates the prompt tailoring of products and marketing practices to meet international market needs, thereby prompting post-entry internationalisation commitment. In this regard, strategic adaptiveness is a form of flexibility; a complementary dynamic capability (Eisenhardt and Martin, 2000) suited to overcome inertia and to quickly respond to varying contexts through the adaptation of competencies (Zhang et al, 2019).…”

Section: The Moderating Role Of Strategic Adaptivenessmentioning

confidence: 99%

The drivers of the post-entry internationalisation commitment of small and medium-sized enterprises

Zahoor

Lew

2021

International Small Business Journal: Researching Entrepreneurs

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By integrating relational embeddedness in international strategic alliance networks (ISANs) and the dynamic capability perspective, this article presents an examination of the drivers of the post-entry internationalisation commitment of small- and medium-sized enterprises (SMEs). Specifically, we investigated the mediating effect of opportunity-sensing capabilities (OSCs) on the relationship between ISAN relational embeddedness and the post-entry internationalisation commitment of SMEs. We also examined the moderating impact of strategic adaptiveness on the relationship between OSCs and post-entry internationalisation commitment. An analysis of 320 UK-based SMEs, performed using structural equation modelling, revealed that OSCs are an important mechanism through which the ISAN relational embeddedness leads to increased post-entry internationalisation commitment. Furthermore, strategic adaptiveness strengthens the positive relationship between OSCs and post-entry commitment to foreign markets. This article extends the existing SME venturing and internationalisation literature to the domain of SME post-entry internationalisation commitment.

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“…Hotels exist and operate within specific legal frameworks, with norms and regulations influencing their organisational practices, structure and behaviour. Hotels respond to these pressures by adapting their structures and actions, leading to more homogeneity Zhang et al, 2019). Non-legal coercive pressures also exist, such as demands from stakeholders for more socially responsible practices, which may also influence organisational behaviour.…”

Section: Institutional Theory and Innovative Behaviormentioning

confidence: 99%

Determinants of Innovative Behaviour in the Hotel Industry: A cross-Cultural Study

Eid

Agag

2020

International Journal of Hospitality Management

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“Outside in”: Global demand heterogeneity and dynamic capabilities of multinational enterprises

Cited by 37 publications

References 93 publications

Dynamic capabilities configurations: the firm lifecycle and the interplay of DC dimensions

Dynamic capabilities configurations: the firm lifecycle and the interplay of DC dimensions

The drivers of the post-entry internationalisation commitment of small and medium-sized enterprises

Determinants of Innovative Behaviour in the Hotel Industry: A cross-Cultural Study

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