Unbundling dynamic capabilities: an exploratory study of continuous product innovation

Verona, Gianmario; Ravasi, Davide

doi:10.1093/icc/12.3.577

Cited by 437 publications

(356 citation statements)

References 43 publications

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“…The RBV of CA examines the link between a firm's idiosyncratic attributes and performance (Barney, 1991) based on its internal strengths to take advantage of opportunities and counter threats in the market, aimed at creating sustainable CA through acquiring, utilising, and exploiting firm-specific resources (April, 2002;Riahi-Belkaoui, 2003) and, more importantly, integrating different resources to form strong organisational capabilities (Grant, 1996a;Verona, and Ravasi, 2003;and Zollo and Winter, 2002).…”

Section: Resource-based View Of Knowledge Managementmentioning

confidence: 99%

The Critical Role of Knowledge Management in Achieving and Sustaining Organisational Competitive Advantage

Nguyen

Neck

Nguyễn

2009

IBR

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The critical role of knowledge management in achieving and sustaining competitive advantage has been strongly emphasised in the extant literature. However, most previous studies were conceptually grounded and empirically examined in advanced, developed and newly industrialised countries. In addition, research to date has predominantly explored findings from a large company view while little attempt has been made to address the relative importance of different factors constituting the organisational KM capability in the context of Asian emerging, less developed countries such as Vietnam where a socialist market economy, a Confucian culture and a majority of small and medium sized enterprises currently exist. By adopting a resource-based theory of the firm with an extension of a knowledge-based perspective, this paper aims at developing and empirically validating a conceptual model of the relationships between KM capability components and their impacts on a firm's competitive advantage in Vietnam. The results of 148 surveyed respondents in the construction industry reconfirmed a general agreement found in the literature that a combined social and technological approach is ideal to take advantage of their significant positive correlations in improving organisational competitive advantage. Moreover, in the Vietnamese-specific context, the study indicated that while culture is the most important issue affecting knowledge management, integration with information technology may assist to overcome cultural barriers and provide a stronger contribution to competitive advantage.

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Section: Resource-based View Of Knowledge Managementmentioning

confidence: 99%

The Critical Role of Knowledge Management in Achieving and Sustaining Organisational Competitive Advantage

Nguyen

Neck

Nguyễn

2009

IBR

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“…Further, researchers have argued that to achieve DI or any breakthrough innovation in domestic or global markets, organisations must focus on developing DC (Cheng and Chen, 2013;Michailova and Zhan, 2015). The critical argument focuses on the notion that DC involves a firm's ability to effectively acquire, absorb and apply knowledge from the external environment to build competitive advantage (Teece et al, 1997;Wang and Ahmed, 2007;Verona and Ravasi, 2003;Ellonen et al, 2009). Provided the firm can find new customers or niche markets in the process, the firm is involved in DI (Keller and Hüsig, 2009;Rafii and Kampas, 2002).…”

Section: Hypotheses Development -Dc and DImentioning

confidence: 99%

Disruptive innovation through a dynamic capabilities lens: an exploration of the auto component sector in India

Pandit

Joshi

Gupta

et al. 2017

IJICBM

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Innovation has gained momentum for the development; spread; and survival of auto industrial firms in India. In this paper; we study the less-explored aspect of organisational response focusing on discontinuous innovation. The Indian auto sector requires a tool for long-term market dominance; particularly owing to the rapid change in the business environment. This can be achieved through a special kind of discontinuous innovation known as disruptive innovation (DI). We further affirm how developing DI is 110 D. Pandit et al.facilitated by the firm's dynamic capability (DC); to substantiate our claims; we develop and utilise a survey instrument to test a hypothesised model with responses from various firms affiliated with the Indian auto component industry. Our findings confirm the positive roles of DC and research and development (R&D) expenditure as antecedents to DI. We further conduct exploratory analysis to study factors such as R&D and environmental turbulence as moderators of the DC-DI relationship. We offer the following contributions: the operationalisation of DC and DI for the Indian context, a sector specific study and critical results pertaining to moderating role of R&D and environmental turbulence on the positive DC-DI relationship.

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“…Using these capabilities to investigate a company's internal factors can help them address internal difficulties (Mont, 2000;Brady et al, 2005;Vandermerwe & Rada, 1988). Key aspects of Teece's dynamic capabilities (1997,2007) can be used in conjunction with other views concerning dynamics (Adner & Helfat, 2003;Ambrosini & Bowman, 2009;Eisenhardt & Martin, 2000;Petroni, 1998;Reilly & Scott, 2010;Verona & Ravasi, 2003;Zollo & Winter, 2002). Dynamic capabilities in this study are grouped into positions, paths, sensing processes, seizing processes and transforming processes as shown in Figure 2.…”

Section: Empirical Study: Servitization Decision-making Factorsmentioning

confidence: 99%

Servitization Decision-Making Framework for Thai Manufacturing Companies

Lertsakthanakun

Thawesaengskulthai

Pongpanich

2012

IJBM

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The purpose of this paper is to develop a framework of relevant factors that a company can use to evaluate its suitability for servitization. Semi-structured interviews were conducted with four Thai companies; literature concerning dynamic capability was reviewed to determine the most relevant factors for pursuing servitization. Four case studies were performed to generate a proposed framework. The Delphi method was subsequently applied to verify the decision framework. Finally, a survey of 264 manufacturing companies in Thailand was conducted. The servitization decision framework derived from this research is divided into two structures: servitization concerns and servitization readiness. The servitization decision-making framework facilitates upper management decision making.

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Unbundling dynamic capabilities: an exploratory study of continuous product innovation

Cited by 437 publications

References 43 publications

The Critical Role of Knowledge Management in Achieving and Sustaining Organisational Competitive Advantage

The Critical Role of Knowledge Management in Achieving and Sustaining Organisational Competitive Advantage

Disruptive innovation through a dynamic capabilities lens: an exploration of the auto component sector in India

Servitization Decision-Making Framework for Thai Manufacturing Companies

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