A Resource-Based Typology of Dynamic Capability: Managing Tourism in a Turbulent Environment

Abstract

This study develops a typology of dynamic capabilities to advance knowledge on how tourism organizations can manage disruptive external changes. It uses the context of a natural disaster. The article goes beyond a simple classification of organizational activities in responding to crises/disasters to create a typology of 12 dynamic capabilities. The typology is based on three dimensions that align with the disaster life cycle, source of resources, and deployment of resources. This study also provides empirical explanations for each type of dynamic capability, using qualitative data collected from 40 in-depth interviews with tourism organizations and other stakeholders across two years. Several practical implications and future research directions are provided based on the findings and limitations of the study.

Risk, crisis and disaster management in hospitality and tourism: a comparative review

“…A dynamic capability and resource-based framework was established by Jiang et al (2019b) to show how tourism organizations can respond to disruptive environmental changes through a process of routine transformation, resource allocation and utilization. Going beyond a simple classification of organizational activities in responding to crises/disasters, further empirical studies proposed a typology of 12 dynamic capabilities based on source of resources and deployment of resources in line with disaster lifecycles (Jiang, Ritchie, and Verreynne, 2021a). Key enablers and barriers to develop dynamic capabilities within tourism organizations were identified as resource-related (knowledge, human, relationship and finance) and process-related (internal routine and over-regulation) (Jiang et al , 2021b).…”

“…An organization’s ability to acquire and/or reconfigure their resources to manage crises and disasters is an understudied area. Theories and concepts such as the resource-based view of the firm (Jiang, et al , 2019b, 2021a) and the role of social capital and networks could help to better understand how businesses can acquire resources and build transformative capabilities. How do businesses survive and thrive in times of crisis?…”

A Dynamic Capabilities Approach to Business Model Innovation in Times of Crisis

“…Across the literature, DCs are discussed concerning their underlying microfoundations including processes and procedures (Teece, 2007), managerial and organizational processes and routines (Kump et al, 2019;Mezger, 2014;Saebi, 2015), entrepreneurial and business activities and processes (Inigo et al, 2017;Jiang et al, 2021aJiang et al, , 2021bLeih et al, 2015;Mansour et al, 2019). Regarding how such changes occur, Teece (2007) proposed an entrepreneurial management framework that focuses on the capabilities of sensing, seizing, and transforming.…”

“…Dahles & Susilowati, 2015;McKercher & Chon, 2004) and building resilience (Biggs et al, 2015;Hall et al, 2017); however, how such crises could stimulate innovative transformations has not yet been thoroughly discussed (Sigala, 2020). Notably, few studies examined tourism firms' responses to crises and discussed BMI and DCs; thus, such empirical studies are relatively scant in the tourism crisis literature compared to business research (Breier et al, 2021;Jiang et al, 2019Jiang et al, , 2021b.…”

“…DCs are those capabilities that enable strategic changes through the reconfiguration of competencies and resources by orchestrating the firm's resource base to match assessments of newly emergent opportunities or threats (Battisti & Deakins, 2017;Leih et al, 2015;Schilke et al, 2018;Teece et al, 1997). Within the tourism crisis management literature (Hall et al, 2017;Sigala, 2020), recently few studies have highlighted the crucial relevance of DCs for enhancing resilience through adaptations aimed at ensuring short-term survival and sustainable competitive advantage (Jiang et al, 2019(Jiang et al, , 2021a(Jiang et al, , 2021bMansour et al, 2019). In the broader literature, DCs have been discussed with the concept of business models (BMs), i.e.…”