In recent years, the dynamic capabilities view has attracted attention in the management literature, and theoretical papers note many research challenges. Currently, one of the most significant issues is the role of the marketing function in the development of dynamic capabilities, and some recent discussions have even introduced the new term ‘dynamic marketing capabilities’. The main area of interest is how to achieve a well‐integrated framework to serve as the starting point for empirical papers. Although the most recent research proposes a wide range of processes as possible dynamic marketing capabilities, it is difficult to find consensus among these proposals. To resolve this difficulty, this paper seeks to define the dynamic marketing capabilities construct based on accepted components in the generic dynamic capabilities view. More specifically, it defines the role of dynamic marketing capabilities through absorptive capacity and knowledge management. By identifying these components and relating them in an integrative model, the authors propose to explain how dynamic marketing capabilities work and precisely which marketing processes promote both components.

Purpose: In this paper, we adopt the dynamic capabilities view as a theoretical framework to empirically investigate the relationships among human resource (HR)-related quality management (QM) practices, new product development (NPD) as a specific dynamic capability, learning orientation, knowledge integration, and strategic flexibility. Learning orientation and knowledge integration represent two antecedents of strategic flexibility, and strategic flexibility is the developed ability that facilitates NPD.Design/methodology/approach: To empirically test the relationships, we used data from 236European firms and performed Structural Equation Modeling. Findings:Results indicate that HR-related QM practices contribute to (1) creating a learningoriented company, (2) integrating knowledge, and (3) supporting successful new product development (NPD). Furthermore, knowledge integration is positively related to NPD through strategic flexibility. positively related to the firm performance on which a significant portion of QM literature has focused but also to study whether QM implementation is related to strategic variables and can make a contribution to strategic processes. To fill the void in the HR and QM literature, this study offers an integrated framework with empirical support that identifies the role of HR-related QM practices in learning orientation, knowledge integration, strategic flexibility, and NPD.

The purpose of this paper is to develop a multiple‐indicator multiple‐cause model to explain dynamic capabilities generation. We use one of the main common effects of dynamic capabilities (operational, structural and strategic flexibility) to design a measurement tool for dynamic capabilities generation. Based on this measurement tool, we test the influence of several factors identified in the specialized literature as potential causes that trigger and promote dynamic capabilities generation. We use data from a survey of 200 CEOs of Spanish firms to test the model. The results show that only organizations whose managers have perceived a high degree of environmental dynamism have generated dynamic capabilities. The results also show that knowledge codification and technical innovation are significantly related to dynamic capabilities generation. We attempt to shed light on current theoretical debates about dynamic capabilities generation and provide a practical guide to explain the origin and results of dynamic capabilities that have been tested empirically.

The importance of the Six Sigma methodology in industry is growing constantly. However, there are few empirical studies that analyze the advantages of this methodology and its positive effects on organizational performance. The purpose of this paper is to extend understanding of the success of Six Sigma quality management initiatives by investigating the effects of Six Sigma teamwork and process management on absorptive capacity. It also seeks to understand the relation between absorptive capacity and organizational learning as two sources of sustainable competitive advantage. The information used comes from a larger study, the data for which were collected from a random sample of 237 European firms. Of these 237 organizations, 58 are Six Sigma organizations. Structural Equation Modelling (SEM) was used to test the hypotheses. The main findings show that Six Sigma teamwork and process management positively affect the development of absorptive capacity. A positive and significant relationship is also observed between absorptive capacity and organizational learning orientation. The findings of this study justify Six Sigma implementation in firms. This study provides us with an in-depth understanding of some structural elements that characterize the Six Sigma methodology, enabling us to provide an explanation for its success.

Purpose – The purpose of this paper is to explain the outcomes and role of dynamic capabilities (DCs). To explain the outcomes, the authors study the relationship between new product development (NPD) (an example of DCs) and metaflexibility. To explain the role of DCs, the authors study how human resources and operating routines moderate the role of DCs in achieving adaptation in the firm. Design/methodology/approach – Using data from 200 managers of Spanish firms, the authors apply regression analysis to test the moderating role of human resources and operating routines in the relationship between NPD and metaflexibility. Findings – The results demonstrate that highly qualified and committed workers enhance the effectiveness of NPD, while high frequency in repetition of operating routines significantly damages such effectiveness. Research limitations/implications – This study is limited to analysing a unique DC (NPD), but future research could explore contributions on other consolidated DCs (e.g. alliance management capability) and compare results. Also, the database on managerial perceptions rather than objective measures. Practical implications – Managers who must address environmental changes should connect generation of DCs to complementary functional strategies, especially human resources strategy. Originality/value – This paper suggests additional outcomes derived from DCs, such as metaflexibility. It attempts to understand the complex process by which DCs interact to modify operating routines in order to respond to environmental changes.

PurposeThe aim of this paper is to study empirically the influence of managerial perceptions of the environment on dynamic capabilities (DC) generation. It seeks to identify three dimensions of competitive environment (dynamism, complexity, and munificence) and then use the theoretical model developed by Zollo and Winter to explain DC creation.Design/methodology/approachThe authors use data collected from 200 Spanish firms through a questionnaire to perform multiple and simple regression analyses that examine the relationship between managerial perceptions and DC generation.FindingsIt is found that managerial perception of munificence in the environment is related positively and significantly to the processes of DC creation; only when managers perceive the environment as highly dynamic and complex do they promote processes for developing DC.Practical implicationsThe findings suggest that managerial cognition plays an important role in DC processes. Thus, managers should evaluate their mental models and value systems to determine whether they provide an accurate understanding of the environment.Originality/valueThe understanding of DC must be developed though empirical papers, as unresolved theoretical inconsistencies create many challenges in this area. The proliferation of theoretical papers has produced a disconnected body of research.

Purpose – The purpose of this paper is to analyze whether the influence of manufacturing flexibility on firms’ exploration/exploitation differs between firms that possess Certified Quality Management Systems (CQMS) and firms that do not. Design/methodology/approach – The authors analyze a sample of 231 Spanish manufacturing firms, 131 of which had received some form of Quality Certification. The data were collected through a structured telephone questionnaire addressed to company CEOs. The relationships are modelled using regression equations, including interaction terms, in order to test for the existence of a moderating effect. Findings – The results show that certified companies exploit their own abilities, whereas uncertified firms tend to explore new knowledge. The authors also justify the importance of manufacturing flexibility for both options, exploration and exploitation. Research limitations/implications – The limitations of this research include the fact that the authors study a variety of forms of certification, not only ISO, and the fact that all companies belong to the same country. Practical implications – This study contributes to developing empirical knowledge of the benefits of CQMS in the firm. Originality/value – The paper develops a new model to improve manufacturing flexibility and Quality Management.

The introduction of information technology (IT) has become a necessity to compete in most industries, so simple implementation of an IT strategy is not enough to achieve a better firm performance. Literature review shows IT as a useful tool only when it is combined with other firm resources and practices. The purpose of this paper is to analyze the complementarity between IT and one of the most prevalent and well-established set of organizational practices, Quality management practices (QMP). Structural equation modeling with data collected from managers in 230 Spanish firms shows a positive and significant relationship between IT and QMP. The findings provide us with in-depth understanding of both disciplines and several conclusions for its success.