Despite the widespread agreement on the importance of dynamic capabilities to the success of mergers and acquisitions, little is known about how these capabilities may contribute to the business model’s innovation of an acquirer. The purpose of the paper is to clarify the role of dynamic capabilities in business model innovation of acquirer’s company in mergers and acquisitions of technology-advanced firms. Empirically, the author examined the role of dynamic capabilities in the transformation of operationalized components of the business model of the two acquirers (Samsung and Microsoft) by means of the acquisition of technology-advanced firms (Harman and LinkedIn) in 2016. Drawing on extensive qualitative data, the author developed a practice-driven model as a practical guide for scholars who have been studying dynamic capabilities and business models, as well as for those who are new to the field. The resulting model advances the discourse on dynamic capabilities. The presented conceptual model encourages practitioners to grasp an exact relationship between the micro-foundations of each perspective. Overall, the paper deepens the conversation at the nexus of dynamic capabilities and business model innovation in pursuing a new customer value proposition in the merger and acquisition processes and thereby exploiting a competitive advantage.
Despite the rising interest in the nature of open innovation and its implications for greater strategic alliance performance, limited attention has been paid to what the dynamic managerial capabilities underpinning those processes are. Moreover, only limited research has examined how open innovation is practiced by firms working within various network forms (ecosystems, platforms, and strategic alliances) and what dynamic managerial capabilities ensure such networks’ collaborations. We need to further develop the concept of the coupled (collaborative) type of open innovation and to show how open innovation mechanisms, such as strategic alliances, are underpinned by dynamic managerial capabilities and to understand what their “micro-foundations” are. Thus, the goal of this article is to understand the role of sub-capabilities (how managers think and decide) of dynamic managerial capabilities as drivers of successful alliance performance.
Purpose/Research question: The paper provides an empirical research of the Samsung case. In particular, we study the case by adopting three frameworks: dynamic capabilities (DC, examined by using the sensing/seizing/transforming approach), business model (BM, examined by using the BM canvas), and customer value proposition (CVP), examined by using the PERFA ((Performance, Ease of use, Reliability, Flexibility, and Affectivity) framework. The aim is to demonstrate that three frameworks successfully explain Samsung competitive advantage. Research question has been defined as follows: how dynamic capabilities actually operate in Samsung Group and contribute to its competitive advantage? Key literature reviews: Dynamic capabilities enable a firm to identify and orchestrate the necessary resources for designing and implementing a business model that will, if employed in conjunction with a good strategy, be associated with high levels of sustainable profits. The selection/design of business models is a key micro foundation of dynamic capabilities-the sensing, seizing, and reconfiguring skills that the business enterprise needs if it is to stay in synch with changing market. However, there are few examples how successful ICT industry players design dynamically their "signature business model" by Teece (The Academy of Management Perspectives 28:(4)328-352, 2014) that can support durable competitive advantage. Design/Methodology/Approach: This proposed research seeks to explore critical aspects pertaining micro foundations of DC. In this research, two stages of research work will be involved. The first stage is deductive case studies research. We relied on an extensive archival search that included financial statements, annual reports, internal documents, industry publications, and CEO statements to get at a micro-level understanding (Barr et al., 1992), that really boosts our data and better understanding of micro foundation of DC. The second stage involves a demonstration of development process of new conceptual model of research. Findings/Results: The research question of current paper has been answered empirically by using data of world leading ICT industry: Samsung Group. What we can learn beyond the ICT industry context from our analysis in terms of generalization of our research results is that the synchronization of business models with the business environment is a critical role of dynamic capabilities in successful organizations. The conversion of value delivered to the customer into value captured by the enterprise is arguably the essence of a business model.
Purpose This paper aims to add to the understanding of dynamic capabilities (DC) as sources of competitive advantage of successful Asian-Pacific shipping companies by demonstrating that DC development unfolds in three steps, from recognition that the environment has changed, to the decision to deploy DC, to assets re-orchestration. Design/methodology/approach Based on an approach involving two illustrative case studies, the author analyzed DC development of Chinese and Singaporean-based shipping groups in depth. The analysis was centered on DC by investigating how strategic decision-making on vertical integration, diversification and implementation of new technologies can be underpinned by developing DC to create sustained advantages. Findings The author found that strategic components of DC are rooted in strategic decision-making to initiate changes on the corporate and even on an operational level. Research limitations/implications While capability development is thoroughly studied, capability erosion has not been integrated into the research. The exploration of human capital as a firm’s idiosyncratic resource in assets orchestration capabilities can be future work. Practical implications The proposed research contributes to the debate on micro foundations of DC and provides insights for practitioners striving for retaining competitive advantages. Social implications Regarding implications for the society, the research shows how the DC serve to generate competitive advantages. The author has presented a logical structure of the competitive advantage paradigm as a product of DC and business models that can be useful to decision makers. Originality/value The research offers insights into the composition of micro foundations of DC and demonstrates that DC can be unbounded into well-known and concrete strategic and operational management activities.
Dynamic capabilities in merger and acquisition are complex events in the process of sustaining completive advantage of merging business for which we have incomplete understanding. The aim of the paper is to identify the role of dynamic capabilities in reinvention of business model of merging company in related diversification process by means of acquisition. The major contribution of paper is emerging conceptual model of research that connect acquisition based dynamic capabilities frameworks (Capron & Anand, 2007;Teece, 2007) with nine building blocks of business model (Osterwalder & Pigneur, 2009) together and illustration how acquisition based dynamic capabilities foster a reinvention of business models in ICT Industry. Presented methodology is encouraging to analyse importance and strengths of acquisition based dynamic capabilities and their role in changes of business models in M&A processes.
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