Dynamic Capabilities: Fostering an Innovation-Friendly Environment in Brazil

Herrmann, Julia; Sangalli, Lucas Cé; Teece, David J.

doi:10.1590/s0034-759020170309

Cited by 13 publications

(26 citation statements)

References 5 publications

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“…The external environment is also relevant, since macroenvironmental factors (such as competition, technological changes and government regulations) can threaten the company’s very existence. It is essential, therefore, that organizations remain entrepreneurial and constantly vigilant to possible threats; and constantly embrace growth and new opportunities (Guerra et al , 2016; Herrmann et al , 2017).…”

Section: Dynamic Capabilitiesmentioning

confidence: 99%

“…Although a complex and challenging activity, leaders are expected to predict future events. Indeed, staying prepared for a sudden change is a way of staying ahead of the competition (Herrmann et al , 2017). Therefore, change per se must be embedded in the organization’s routines (Winter, 2003; Zollo and Winter, 2002) and not seen as a sporadic event in the face of a specific problem.…”

Section: Introductionmentioning

confidence: 99%

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The dynamic capabilities of AccorHotels in Brazil

Costa

Leite

2019

JHTI

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Purpose AccorHotels commenced operations in Brazil in the 1970s. Since then, the company has experienced several economic crises in that country and almost gone bankrupt. Using the dynamic capabilities (DCs) framework, the purpose of this paper is to understand how the company managed to maintain its competitive advantage in such a turbulent and competitive environment over the years. The study sought to identify the main DCs developed in the company between 1974 and 2018 and understand how they were developed based on the analysis of their key microfoundations. Design/methodology/approach The study adopted a qualitative approach. The data were collected in 22 interviews, including with top management and the founder of the hotel chain in Brazil. The interviews took place in three different years, 2005, 2016 and 2018. The investigation is supported by content analysis of the data. Findings The four main DCs identified at AccorHotels were capability to innovate; qualification capability; renewal capability; and capability to manage threats and mitigate risks. In addition to shedding light on the origins of the DCs, the importance of microfoundations is discussed. Research limitations/implications The model presented in the theoretical framework and results should not be generalized, since this limitation is inherent to qualitative research. On the other hand, there are academic implications relevant to the development of the DCs in the service sector by revealing four capabilities that can enable sustainable competitive advantage. Practical implications The results provide business practitioners in the hotel sector with information about DCs and microfoundations to face the external and competitive environment throughout its trajectory. Specifically, it shows the way to develop the capabilities that can collaborate in the exploration of opportunities. Social implications Executives have the responsibility to make appropriate strategic decisions to stay in the market, meeting the expectations of stakeholders. However, the demand is not only financial, employees of tourism businesses are part of family units. Given this context, society gains when studies of this type are developed, because from the socialization of the results obtained from Accor Hotels, leaders can make organizations thrive and foster the professional development of workers, and tourism industry in general. Originality/value This is the first study of DCs undertaken with an international hotel chain. In addition, studies on DCs in the tourism industry are still scarce, and Brazil is an environment where hotels have shown steady growth.

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Section: Dynamic Capabilitiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The dynamic capabilities of AccorHotels in Brazil

Costa

Leite

2019

JHTI

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“…Thus, discretion abuse and the use of corporate assets for private purposes can result from lack of appropriate accountability and oversight. These issues get worse as the company grows and the separation between property and management expands (Herrmann, Sangalli, & Teece, 2017). Therefore, this situation requires efficient mechanisms so these potential conflicts of interest do not prevail in strategic decisions about investments on company performance improvement (Teece, 2007).…”

Section: The Cg -Dc Relationshipmentioning

confidence: 99%

Corporate governance, dynamic capabilities and business performance in companies listed in Brasil, Bolsa, Balcão S/A (B3 S/A)

Barbosa

Cabral²,

Nascimento

et al. 2021

ReA UFSM

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Purpose- The main objective is to analyze the direct effect of Corporate Governance (CG) on Dynamic Capabilities (DCs) and on Business Performance (BP), and the moderating and/or mediating impact of DCs on the CG-BP relationship.Methodology- The quantitative analysis was performed through PLS-SEM. Data were collected through a survey involving companies listed in B3 S/A from 2014 to 2016, except for companies from the financial sector. The final sample encompassed 195 companies per assessed year, thus totaling 585 observations concerning 2014, 2015 and 2016.Findings- Confirmed the direct and positive effect of CG on DC development, as well as DC’s influence on BP and the mediating effect of DC on the CG - BP relationship. The main conclusion was that DCs are a powerful mediating influence on the CG-BP relationship. Hence, even with efficient corporate governance mechanisms, the companies must make decisions in line with their dynamic capabilities as a way to reach better business performance.Limitations- Research cross-section method of data collection; and universe of companies listed in the Brazilian stock market.Practical implications- For example, the rejected hypothesis about the direct effect of CG on BP and the confirmation of the indirect effect via DCs suggests the analysis of aspects related to costs with monitoring procedures applied to agency conflicts and to complementary factors that must be achieved in order to boost performance. On practical terms, the results contribute to companies that look for the best and most satisfactory performance in the markets they work in.

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“…When applied to the routines of patient assistance, such as purchasing prostheses and equipment for imaging exams, for example, a capability is dynamic. The reason for this is that the routines that need to meet some requisites of hospital accreditation, due to the dynamism of the hospital sector (Agwunobi & Osborne, 2016) and to the environmental changes that occurred in the country (Herrmann, Sangalli, & Teece, 2017), require transformations of resources over time to include changes of behavior, processes, attitudes and documentation.…”

Section: Relationshipmentioning

confidence: 99%

Dynamic Capabilities for Accreditation: Evidence in the Healthcare Sector

Meira

Machado

Gomes

2019

BAR, Braz. Adm. Rev.

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The objective of this paper is to analyze the development of dynamic capabilities in the process of hospital accreditation, using case study methodology. Data were collected through semistructured interviews, observation and document analysis and analyzed through content analysis techniques. We found that deliberate learning and relationships were the principal sources for capability creation, and that they were renewed and recombined along the way. Periods of convergence punctuated by strategic reorientation allowed us to conclude that the changes adhered to the punctuated equilibrium model. The outcomes of this study advance the findings documented in the literature about the construction of a formative path of dynamic capabilities, understanding the duality of operational and dynamic capabilities, and comprehending the mechanisms by which capabilities are developed.

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Dynamic Capabilities: Fostering an Innovation-Friendly Environment in Brazil

Abstract: resources inside firms is as important as that between firms by the capital markets.

Cited by 13 publications

References 5 publications

The dynamic capabilities of AccorHotels in Brazil

The dynamic capabilities of AccorHotels in Brazil

Corporate governance, dynamic capabilities and business performance in companies listed in Brasil, Bolsa, Balcão S/A (B3 S/A)

Dynamic Capabilities for Accreditation: Evidence in the Healthcare Sector

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