The study on the dimensions of dynamic capability of enterprises

Abstract

Now dynamic capability is the focus of academic research, but the empirical research of dynamic capability is difficult to study. According to related literature, we prove that the dynamic capability including four dimensions is valid with many theoretical analysis and questionnaire survey of empirical research. Four dimensions consist of the opportunity perception, resource acquisition, organizational learning ability and integration restruction capability. This paper has a reference to operate and practice in an uncertain environment and the enterprise's strategic management.

Growth Strategy Preferences of Turkish Tramp Shipping Companies: A Qualitative Research

“…It has been very important for businesses to develop their management and organizational skills to survive and enhance the competitiveness in dynamic environment that increases with the effect of globalization. To confront the difficulties of globalization, it is apparent that businesses must create dynamic capacities to alter current resources, skills, and ability (Augier & Teece, 2009;Wang & Li, 2013). This situation highly depends on the growth and expansion attempts of the companies.…”

“…In order to be successful and maintain their existence in such a dynamic environment, it is inevitable for organizations to be more competitive than ever before. Businesses cannot grow in a stable environment; thus, they must learn to adapt in order to exist in a dynamic and changing world (Wang & Li, 2013).…”

The impact of diversification strategy on corporate financial performance

“…Therefore, dynamic capabilities can not only act as a moderating variable to make the impact of diversification on firm performance more facilitated under high levels of dynamic capabilities, but also can have a positive impact on the implementation of diversification strategies. According to Zott et al (2003), there is a correlation between three attributes of dynamic capabilities and firm performance [17], namely, as proposed by Li Xingwang, Wang Yingjun (2004) , a firm's ability to integrate resources, its ability to change and innovate, and its ability to learn and absorb [18]. For different situations firms use painful competitive strategies as well as inconsistent when it comes to innovation.…”

An Exploratory Model of Competitive Advantage through Dynamic Capabilities and Differentiation Approach for Knowledge-Based Companies

“…Jantunen et al (2012) suggest that dynamic capabilities are the higher-order capabilities to modify operational and learning capabilities in new domains, and are therefore crucial for innovation activities. Dynamic capability is the ability to integrate, build and rebuild internal and external segments, as well as the ability to alter the operations and adapt to the dynamic change (M. Wang & Li, 2013). They expand the resource-based view (RBV) concentrating on special capabilities, which can be measured based on the benefits acquired through communications (Cheng, Chen, & Huang, 2014).…”