Relationships among dynamic capabilities dimensions in building competitive advantage: a conceptual model

Abstract

In extremely dynamic sectors, whose structure is not so evident, both the approach based on the Structure-Conduct-Performance paradigm and the approach based on firm resources are limited to explain the sources of competitive advantages and the performance achieved by firms from their strategic choices. In this context, by focusing on the firm's adjustment to changes in highly dynamic environments, as well on the firm’s facing challenges posed by volatile sectors, through integration, reconfiguration, renovation and allocation of its resources, skills and capabilities, the perspective of dynamic capabilities comes out as a promising approach to strategy studies not only to understand the sources of firm’s sustainable advantages, but also to comprehend how such advantages are developed and implemented. The article consists of a theoretical essay that analyzes the concept of dynamic capabilities from the main definitions collected in the literature, by carrying out a conclusive synthesis and arguing about consulted theoretical contributions. The authors propose a theoretical model for the relationship among dynamic capabilities dimensions in order to explain how firms achieve and sustain competitive advantage, and also present the sense-making as a fundamental capacity for improving the effectiveness of other dynamic capabilities, serving as unifying element among them and favoring the alignment of the firm’s strategic choices.

Comprehending a knowledge framework as a source of dynamic capabilities in IJVs through PLS-SEM

“…Second, it has elucidated the crucial role of co-learning strategy, collaborative trust culture, organizational structural design, and IT-aided resources and systems in IJV’s knowledge transfer and innovativeness (de Medeiros et al , 2020). Third, the study has highlighted the mediating role played by the absorptive capacity in the relationship of knowledge transfer and IJV innovativeness (Han, 2011).…”

“…Researchers believe that DCT frameworks are still evolving according to environmental conditions. More empirical evidence on the inter-relationship among DCT constructs is indispensable after their appropriate operationalization as intended by the current study (de Medeiros et al , 2020). Limited research has been done on investigating the relationship between the variables of strategic agility, structural elasticity, cultural cognizance, knowledge management, environmental cognition and innovativeness (Khaligh, 2020).…”

Handling the Subjacent Complexity of a Resocialization Program for Inmates: A Systemic Analysis and Leverage Points

“…Private companies can play a key role in addressing complex social problems by taking a collective action approach [6] to the development of local [7] or regional initiatives [8]. The exponential increase in social, political, and environmental concerns [9], as well as the collective interest [10], have stimulated public and private entities to address public security issues [11]. The prison labor program implemented by SUSEPE/RS aims to reduce criminal recidivism, with a consequent improvement in public security.…”

“…As those loops may include uncertain time lags between cause-effect relationships, outcomes can show crisp and sudden oscillations, resulting in dynamic behavior, sometimes difficult to understand under a linear perspective. Many times, it is necessary to define a state space in which the outcome of the system may range and observe its behavior over time and all over this space to identify the dynamic nature of the complexity [10].…”

Reconnoitering the Intervening Role of Dynamic Capabilities Between High-Performance Work Systems and Innovation Performance

“…Few researchers from the South Asian context have explored the direct impact of HPWS on outcome variables like HR practices, firm performance, and organizational culture (Lin & Liu, 2016), but research in the Asian context to test the direct impact of HPWS on dynamic capability domain, especially in the sector of cement industry, is still a black box from the theoretical perspective of RBV-DC. Dynamic capabilities include the firm's integration abilities, modify and reconfigure the firm's internal and external competencies to combat rapid technological, mechanical, and human resources (Medeiros, Christino, Gonçalves & Gonçalves, 2020). Different dynamic capabilities may include operational capabilities and tactical capabilities (Eisenhardt & Martin, 2000).…”